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Workplace Civility,
Burnout, and Work
Engagement MICHAEL P. LEITER, PHD
PROFESSOR, SCHOOL OF PSYCHOLOGY, DEAKIN UNIVERSITY
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The Current Crisis
Respect Matters
Patchy Landscape of Respect
Most Get Along Well
But Enough Don’t
Needed: Evidence-Based Methods for Improving Civility
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Engagement with Work
Energy
Involvement
Efficacy
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Burnout and Neighboring Profiles
• Unmanageable Demands
• Inadequate RecoveryExhaustion
• Value Conflicts
• Disrespect
• Emotional DistanceCynicism
• Lack of Recognition
• Impossible Standards
• Lack of ControlInefficacy Ineffective
Over-
Extended
Disengaged
Burnout
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Engaged
36%
Ineffective
31%
Overextended
11%
Disengaged
15%
Burnout
7%
PROFILES
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What Profile Is a Big Problem at
Your Organisation?1 ENGAGED
2 INEFFECTIVE
3 OVEREXTENDED
4 DISENGAGED
5 BURNED OUT
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Negative Social Encounters
Inte
nsi
ty
Intention
Abuse
Incivility
Annoying
Bullying
+ Power
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Connection with Mental Health
Supervisor Coworkers
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Action
Individual
Discipline
Therapy
Training
Workgroup
Shared Insight
Practice New Behaviour
Put Into Practice
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Social Dynamics: Complementarity
DominateAlign
Distance
Depart
Submit
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Social Dynamics: Reciprocity
ReceivedInstigatedCivility r=.54
Incivility r=.40
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Social Dynamics: Spirals
Received
Instigated
Escalated
Response
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What Presents the Bigger
Challenge in Your Organisation?1 DIFFICULT INDIVIDUALS
2 DYSFUNCTIONAL WORKGROUPS
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Social Encounters and Profiles
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
0.80
Engaged Ineffective Overextended Disengaged Burned Out
Std
Diffe
ren
ce
fro
m M
ea
n
Sup Pos
CWK Pos
Self Pos
Sup Rude
CWK Rude
Self Rude
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SCORE:
Strengthening a Culture of Respect
and EngagementSTRUCTURE AND PROCESS
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Workgroup Focus
CREW SCOREUp
Outward
Down
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1. Acknowledging Respect
5 Sessions
90 Minutes
2-4 Weeks Apart
SCORE Sessions
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SCORE Process
Establishing Psychological Safety
Sharing Insight
Practicing New Behaviour
Intuitively
Inconsiderate
Rational Problem Solving
Intuitively
Considerate
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Pilot Research: Western HealthMAKING A DIFFERENCE
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Method
N
Participants Control SCORE
Before 68 48
After 44 39
Social Contact Scale (Leiter 2018)
Maslach Burnout Inventory GS
Exhaustion
Cynicism
Inefficacy
Mental Health Index—5
Western Health, Melbourne
Peoplescape Facilitators
Design: Waiting List Control
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Improving the Positive
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Supervisor Civility
Control SCORE
-0.80
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Coworker Civility
Control SCORE
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Reducing the Negative
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Supervisor Incivility
Control SCORE
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Coworker Incivility
Control SCORE
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Reducing Bullying
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Supervisor Bullying
Control SCORE
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Coworker Bullying
Control SCORE
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Improving Wellbeing
-0.80
-0.60
-0.40
-0.20
0.00
0.20
0.40
0.60
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Mental Health Index
Control SCORE
-0.30
-0.20
-0.10
0.00
0.10
0.20
0.30
0.40
0.50
Before After
Std
Diffe
ren
ce
fro
m A
ve
rag
e
Cynicism
Control SCORE
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SCORE Outcomes
Participating in SCORE
Sessions and Activities
•Role Plays
•Conversations
•Problem-Solving Sessions
•Putting into Practice
Immediate Impact
•Expressing Civility More Often
•Receiving Civility More Often
Downstream Impact
•Reduced Burnout
•Increased Engagement
•Fulfillment
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Sustaining Gains
Monitoring
Count What Matters
Share Results
Take Action
Salience
Keep Civility on the Agenda
Policies
Respond to Breaches
Encourage the Positive
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Conclusion
Civility Matters
Health and Wellbeing
Productivity
SCORE Targets Relationships
Incivility & Civility Occur Between People
Middle-Out Intervention
Start with the Workgroup
Radiate Upwards, Downwards, & Outwards
Shared Learning Shapes Workgroup Culture