Understanding Micro-incivilities and Bias

Introduction

iDiversity recently took part in a CPD session with Mildon Ltd focusing on micro-incivilities and bias in the workplace.

Following this we wanted to share an article exploring the nature of both behaviours and look at potential solutions to create a more inclusive work environment.

Micro-Incivilities

Micro-incivilities are disrespectful behaviours that can be intentional or unintentional. They are often low-intensity and can be as simple as ignoring someone or interrupting them in a meeting at work.

Examples of micro-incivilities in the workplace include:

• Not acknowledging someone’s presence or ideas.  
• Interrupting or talking over someone.
• Failing to acknowledge a colleague’s contributions.
• Making remarks or humour that can be hurtful.
• Continually pronouncing someone’s name wrong.
• Asking invasive questions about someone’s private life.
• Checking and scrolling through your phone when someone is trying to have a discussion with you.

The long-term effects of micro-incivilities can erode morale, productivity and overall job satisfaction. Employees may even leave their job due to a hostile work environment and this can damage organisational culture.

Bias

Bias is the action of supporting or opposing a particular person or thing in an unfair way, because of allowing personal opinions to influence your judgement. Bias can be conscious or unconscious, and while some biases may be subtle and unintentional, others can be more harmful, leading to discrimination and inequality.

Examples of workplace bias include:

• Favouring one gender over another when making decisions about awarding promotions.
• Discriminating against hiring individuals based on their race or ethnicity.
• Not being fair and consistent with all individuals in the way you respond to workplace issues, for example, how complaints or grievances are investigated.
• Creating a work environment that is inaccessible or hostile to employees with disabilities.
• Prioritising candidates who share similar backgrounds or interests during the recruitment process.

All of these behaviours can have a significant impact on individuals’ mental health, job satisfaction and overall well-being.

At iDiversity we believe it’s important to recognise and address workplace micro-incivilities or bias. How do we do this?

Tips to help with micro-incivilities and bias at work.

Leaders and managers

Leaders should model respectful behaviour, setting clear expectations for all employees. By actively promoting diversity and equity, leaders set an example of what is acceptable and what is not.  Additionally, making resources available for training and coaching programs shows their commitment to this.

Policies and Procedures

Having clear and comprehensive policies and procedures in place is crucial for addressing discrimination and harassment. These policies should outline clear expectations for behaviour, as well as provide multiple channels for employees to report incidents. Implementing fair and impartial investigation processes can help ensure that all complaints are handled appropriately.

Coaching sessions specifically for micro incivility and bias in the workplace

A workplace coach can deliver coaching sessions to empower individuals to recognise their own biases and behaviours and help them to develop effective communication skills to build stronger working relationships.

Sessions can include one-on-one coaching, group coaching or bystander intervention training.

• One-on-one coaching provides tailored support to address specific behaviours and develop personalised strategies for change.
• Group coaching offers a safe space for individuals to share experiences, learn from each other, and develop collective strategies.
• Bystander intervention training equips individuals with the skills to intervene safely and effectively when witnessing micro-incivilities or bias in the workplace.

5 Ds of the active bystander

Bystander intervention training covers a strategy called the 5D’s of the active bystander. If you witness a micro-incivility or bias in the workplace, you could consider these:

Direct: Directly address the behaviour in the moment. This could involve a simple, assertive statement like, “That comment was inappropriate,” or even having a more private conversation to explain why.

Distract: You could redirect the conversation or situation to de-escalate tension. This might involve changing the topic or asking a question.

Delay: Check in with the person affected by the behaviour after. Offer support and let them know you are there for them.

Delegate: Involve a trusted colleague or supervisor to address the situation. This could be particularly helpful if you feel uncomfortable or unable to intervene directly.

Document: Keep a record of the incident, including the date, time, location, and details of what happened. This can be useful for future reference or formal complaints.

The insights and knowledge presented in this article are based on training provided by Mildon Ltd. We extend our thanks to Toby Mildon for his valuable insights.

References

Mildon Ltd (DEI consultancy service) – https://www.mildon.co.uk/