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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.
614 participants = secretaries, CEOs, executive, middle-management & junior staff
Across local, state, federal government agencies.
1 in 5 (18.8%) suffered online slander, social isolation & insinuations of a personal nature
Over half (53.2%) experienced
task –related cyberbullying asmicromanagement, inconsistent workloads & persistent criticism
half to 72% participants
experienced or observed some form of workplace cyberbullying
…74% found the workplace
stressful
…over half reported
existing intervention & prevention strategies ineffective
…43.8% reduced productivity
…34.3% dissatisfied with their
jobs
…28% to 44% via SMS,
instant messaging, video conference software & social media websites
ContextOf the nearly 12
millionAustralians employed)
1 in 5 workers experience or observe
bullying each year
5 in 5 research participants experienced
cyberbullying via work emails & phone calls
Why is online bullying different?
Study participants
reported online
bullying as terrifying
because it was
often immediate,
anonymous,
inescapable, and
therefore
overwhelming
Cyberbullying was described by
participants as ‘terrifying’’
Image courtesy of thesis, Prevalence & consequences of negative cyber communications in the Australian public sector, Lawrence,2015
Workplace
CYBERbullying
looks & feels like…
social media sourced
information was used against them at
work
erosion of privacy
due to workplace
social media
Embarrassing work related
photos
unwanted romantic
advances at work
Secret online discussionsinitiated by colleagues
sending unpleasant or defamatory remarks
to or about a colleague via email, sms, or work social
media
heated face-to-face
exchanges can led to workplace
cyberbullying & vice versa
posting negative
comments on social media
about a colleague’s appearance
covertly criticising colleagues
voicemail, instant messaging, social
media or SMS
6 Generic Categories of Bullying:1. appearance, 2. intelligence, 3. race, 4. ethnicity, 5. sexuality, 6. or social
acceptance and rejection.
Professor Matthew Liebermann, UCLA, Director at UCLA
Department of Psychology, Psychiatry and Bio-
behavioral Sciences
Workplace
cyberbullying -
GLOBAL.
How employees’
report online
bullying and its
impact.
America40% online harassment** 50%
anonymous- 38% from a stranger
- 26% unaware of the perpetrator’s real
identity (Pew Research Centre, 2014)
1 in 10 unwanted workplace romantic
advances
UK
*20% email
*6.2% sms
14% embarrassing
workplace photos or videos by work colleague
& loaded onto social media
Spain
19% embarrassing
workplace photos or videos uploaded onto social media
NZ
93% sending
unpleasant, defamatory online
reports to or about a colleague
Germany65% online bullying led
to aggressive offline exchanges
Czech Republic
54% cyberbullying
led to heated offline exchanges
AustraliaOver half led to heated offline exchanges
8% social media sourced information against
them
6 in 10 erosion of privacy
1 in 10 embarrassing photos or videos
7% unwanted romantic advances
8% uncovered secret discussions about them
France56% cyberbullying
led to heated face-to-face exchanges at
work
AVG Technologies’ Digital Diaries study, 2013, Digital Work Life. 4,000 adults relating to
workplace cyberbullying.
*Dignity at Work Partnership, 1,072 UK workers
**Statistica,2014
Malaysia 39.7% cyberbullied in
the previous six months (Balakrishnan, 2015)
Canada 9 – 18% university staff &
academics reported cyberbullying
(Cassidy et al., 2014)
What are the
workplace
cyberbullying
statistics for
people with
disabilities?
No studies to
date.
Why is Australia ranked so low?
Online and offline
workplace, and mobile
communication
technology
The revolutionary impact of mobile online
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
1970s technology
1980’s technology
1990s technology
2000s technology
How we now communicate
The revolutionary impact of mobile online
communications on workplace behaviours and culture.
Nearly 100% of Canadian public sector
organisations use email for work purposes2
62% of American employees are described
as‘networked workers’ - employees who use
internet or email in their workplace3.
The revolutionary impact of mobile online
communications on workplace behaviours and culture.
Internet usage:
2015: nearly 13m Australians subscribed to the
internet
2013: 36m UK adults accessed the internet every
day
2009-101: 90% of Australian and UK businesses
access to the internet.
Now and
into the
future
How technology is changing our
workplaces
Social media
Social (collaborative)
Cloud
Mobile1
Millennials’ work changes: flexible, friendly, collaborate2
1. http://www.cognology.com.au/technology-reshaping-way-work/
2. http://www.cognology.com.au/millennials-changing-work/
What this means for future workplaces
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
Questions?
Thank you
www.DrFlis.com
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