college connection
PROFESSIONALISM
PROFESSIONALISM - FIVE FUNDAMENTALS OF CIVILITY
continued from the front page
most veterinarians interact with others in a
civil manner most of the time, anyone can
experience lapses occasionally.
As an example, I once interviewed a doctor
who was referred for help with his workplace
behaviour. One complaint lodged against him
came from a nurse who was offended when
the doctor said something like: “I’ve only
asked you to do one thing, and you can’t even
get that right.”
I used that situation as an example for a
group of residents that I was teaching
about respectful workplace behaviour. One
resident earnestly asked me to explain what
was wrong with the comment made in this
example. He said, “That nurse deserved what
she got. She should go home, have a good
cry, and perform better at work after that.
That’s how I have learned.”
I am concerned by that response. Is
shaming learners or co-workers ever an
effective strategy? Organizations, as well
as individuals, pay a price for incivility.
Costs to the organization are employee
absenteeism, diminished engagement and
increased turnover as workers leave the
organization prematurely. Persisting, even
subtle, incivility in the workplace creates an
environment that is psychologically unsafe
and difficult to endure — one that creates
worker unhappiness and under-performance
at the least, and drives people away at the
worst. Along with the psychological costs,
incivility can have striking fiscal costs to the
organization, although precise calculations
can be difficult to obtain.
Even small acts of incivility can contaminate
the culture of a workplace. Unaddressed
and uncorrected, there can be an insidious
infusion of risk and insecurity into the social
environment at work, creating a spiral of
uncivil behaviours, reactions, and retaliations.
The unstated, but actual, code of conduct
becomes a code of incivility.
If this condition is repeated in a sufficient
number of related workplaces entire
When the many dimensions of civility are
considered more closely, it appears there is
much that can be learned about the causes
of incivility and the strategies that can be
adopted to foster civil behaviour, even at times
of risk. As such, I offer the following as Five
Fundamentals of Civility for Veterinarians:
• Respect others and yourself
• Be Aware
• Communicate effectively
professions can be culturally “tarred” as being
uncivil.
The Impact Of Civility
Leiter reminds us that positive social
interactions allow the development of strong
and effective connections to others, inspiring
confidence in the group. Civil interactions
at work identify co-workers as supportive
and helpful resources and are therefore
associated with increased professional
efficacy. Civility among colleagues is
associated with lower rates of professional
burnout. Civil collegial relationships foster
inclusivity, co-operation, and can be
energizing and empowering. It is much easier
to enjoy one’s work in a civil environment.
One might argue that there is no need to
discuss the benefits of civil behaviour in
the workplace, or anywhere, for that matter.
Everyone wants to be treated well. No one
wants to feel hurt by an interaction with
a friend, colleague or co-worker. We all
appreciate a workplace that is comfortable
and supportive.
Embracing Civility
It appears, then, that a civil approach to
relationships in the workplace has merit, but
there are many questions to explore. While
• Take Good Care of yourself
• Be responsible
Dr. Michael Kaufmann is Medical Director of
the OMA Physician Health Program ( http://
php.oma.org/) and Physician Workplace
Support Program.
Further information
available online
At a recent Council meeting, Dr.
Michael Kaufmann delivered
a presentation on civility and
explained the five fundamentals of
civility for veterinarians.
That presentation was recorded
and is available for viewing at:
www.cvo.org/video
Watch College Connection for
the complete series of articles
on civility discussing the
need for respect, awareness,
communication, self-care and
responsibility in the workplace and
beyond.
Spring 2016
/
3