The revolutionary impact of mobile online communications on workplace behaviours and culture Dr Felicity ( Flis ) Lawrence PhD in Educational Organisation Social Psychology, Stop Workplace Cyberbullying Pty. Ltd. @Disabilityemplt #DES2016 @DrFelicityLawr3 Concurrent Session 2.15pm – 3.00pm in M9
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The revolutionary impact of mobile online communications on ...dea.conferenceworks.com.au/.../215-DrFelicity-Lawrence.pdfDr Felicity (Flis) Lawrence PhD in Educational Organisation
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The revolutionary impact of mobile online communications on workplace behaviours and cultureDr Felicity (Flis) LawrencePhD in Educational Organisation Social Psychology,
Stop Workplace Cyberbullying Pty. Ltd.
@Disabilityemplt
#DES2016
@DrFelicityLawr3
Concurrent Session
2.15pm – 3.00pmin M9
Dr Felicity Lawrence
Founder | Stop Workplace
Cyberbullying Pty. Ltd.
www.DrFlis.com
Presentation themes:The revolutionary impact of mobile online communications on workplace behaviours and culture.
My workplace cyberbullying research
Context of mobile communications in Australian workplaces
Forecasts into and beyond 2020
Reshaping our social & workplace cultural attitudes and behaviours
A bit about me
My epiphany
Stop Workplace
Cyberbullying.
…Happier Workplaces.
…Creative People.
…reach your potential
Influenced by:
Sir Ken Robinson
Simon Sinek
Professor Joseph Campbell (1987)
Impact of negative workplace behaviours
Human beings are hard wired to be social creatures.
We need social connection, as well as food, shelter and water.
We feel social pain, such as isolation, disrespect or bullying, in the same part of the brain as we feel physical pain.
The primary function of this part of the brain is to alert us to threats to our survival.
Professor Matthew Liebermann, UCLA, Director at UCLA Department of Psychology, Psychiatry and Bio-behavioral Sciences.
*82% sending unpleasant/defamatory remarks
to or about a colleague
*79% posting negative comments
on social media about a colleague’s appearance
*69% covertly criticising colleagues
voicemail, instant messaging, social
media or SMS
*AVG Technologies international survey of 10
countries, 4000 participants, 400
Australians
Cyberbullying in Australian organisationsFirst known academic workplace cyberbullying research of
Australian government, public sector organisations.
communications on workplace behaviours and culture.
Researchers suggested as early as 2007 (year Apple
released the first iPhone) that cyberbullying had evolved
into one of the most common methods of employee
harassment.
Mobile communication technology now has the
capacity to perpetrate negative online behaviours
within work and life contexts.
Reference: Borstoff, Graham & Marker, 2007
Research: by
current estimations,
100% of the Western
world will be
connected by the
internet by 2020.
1Australian Bureau of Statistics, 2016; Office for National Statistics, 20092Statistics Canada, 20093Madden & Jones, 20084Borstoff, Graham & Marker, 2007
The revolutionary impact of mobile online communications on workplace behaviours and culture.
Technological innovations have hugely impacted society.
The computer & the internet, credit/debit cards, and mobile
hand held devices such as the iphone, iPad and tablets.
How we stay in touch – sms, email, social media, overseas family, & travel
How we work – work from home options
How we pay our bills – how much cash do you carry with you now? Online EOFY tax.
How we access information – Google has become the 21st century oracle.
How we relax and play - books, news, gossip, learning, traveling (language barriers)
How we look after ourselves – virtual medical care, WiFi enabled home care, physical & online security
Holacracy – ‘going holacratic’ – goodbye to management
HR replaced by finance, big data & analytics
Boom in working from home, café, park options
Flexible working conditions lead to increased worker satisfaction in their company, communication & interactions, and management’s concern for their well-being
Shrinking physical organisational footprint
Workspaces are designed as interaction & collaboration areas
Normalising toxic workplace culturesBy Associate Professor Christine Porath - An Antidote to incivility (2016, April)
When I was 22, I scored what I thought was my dream job.
I moved from the snowy Midwest to sunny Florida with a group of fellow former college athletes to help a global athletic brand launch a sports academy.
But within two years I and many of my peers had left our jobs.
We had fallen victim to a work culture rife with bullying, rudeness, and other incivility that was set by a dictatorial head of the organization and had trickled down through the ranks.
Employees were at best disengaged; at worst they undertook acts of sabotage or released their frustration on family members and friends.
By the time I left, many of us were husks of our former selves.
An Antidote to incivility (2016, April) Harvard Business Review https://hbr.org/2016/04/an-antidote-to-incivility?platform=hootsuite
Christine Porath is an associate professor of management at Georgetown University, the author of Mastering Civility: A Manifesto for the Workplace (Grand Central Publishing,
forthcoming), and a coauthor of The Cost of Bad Behavior (Portfolio, 2009).
Good workplace cultures provide safe environments where
people can take risks, be creative and make mistakesSimon Sinek
Supportive managers improve the work environment and make it more
satisfying by providing job support, constructive feedback and encouraging
personal development.
Coomber and Barriball, 2007; Lee and Cummings, 2008
Reference: Kevin Rui-Han Teoh, Iain Coyne, Dwayne Devonish, Phil Leather, & Antonio Zarola , (2016),"The interaction between supportive and unsupportive manager behaviors on
employee work attitudes", Personnel Review, Vol. 45 Iss 6 pp. Permanent http://dx.doi.org/10.1108/PR-05-2015-0136
People are …looking for the experience of being alive. Professor Joseph Campbell
Creativity is as important as literacy…to be creative you actually have
to do something. Sir Ken Robinson
Respectful Cultures Index – Dr Flis
1. Engage senior leadership team – assess culture (is it working for
you?).
2. Engage CEO – assess agency costs arising from negative culture
and behaviours.
o e.g., lost time in recruiting, training, re-positioning targets &
dealing with bullies & traumatised targets, psychological injury
claims, insurance costs, lost clients & lost reputation.
3. Develop and implement an employee-specific, corporate-wide
Respectful Workplace Policy – developed by asking all
organisational staff ‘how do you want to be treated at work?’
(online & offline).
Respectful Cultures Index cont.4. Create a Values Contract from the behaviours identified
from the Policy. Identify links between the Values Contract the organisation’s official values.
5. Branch, root and tree action plan -‘infect’ the behaviours articulated through the Policy and Values Contract throughout all governance processes e.g., performance appraisals, committee terms of references, managers’ contracts, L&D training, reward & recognition traditions.
Use creative ‘stretch goals’ with the more achievable SMART planning – inspire people.
Respectful Cultures Index cont.6. “Ladders of Reflection” training and education (Philosopher
Donald Schön)
7. Mentor program to quickly instil an understanding of organisational processes. Sourced internally & externally, options of more than one mentor.
8. Organisational health checks – 3600 surveys to review behaviour and opportunities for improvement.
9. Implement an employee developed grievance process.
10. Refresh regularly or after drastic re-organisation or re-engineering process.
References: Osatuke. K., Leiter, M., Belton, L., Dyrenforth, S., & Ramsel, D. (2013). Civility, Respect and Engagement at the Workplace (CREW): A National Organization Development Program at the Department of Veterrans Affairs,
Journal of management Policies and Practices, 1(2), Retrieved from www.aridpd.org/jmpp
Catherine Mattics (2015). Seeking Civility. Retrieved from www.CivilityParnters.com