The Connecting With Respect program teaches participants the awareness and tools necessary to engage their peers in healthier, more respectful relationships. One of the many reasons this training is so important to organizations is its impact on the engagement and productivity of its employees. According to a study published in the Harvard Business Review, employees who are the target of disrespectful behavior in the workplace experience declined engagement and productivity.
A USC-led study confirms what seems increasingly true in American politics: People become more hard-headed in their political beliefs when provided with contradictory evidence.
Based on his highly acclaimed new book, The Respect Effect: Using the science of neuroleadership to inspire a more loyal and productive workplace author and speaker Paul Meshanko goes beyond the typical “feel good” themes of organizational culture and digs deeply into the topics of evolution, psychology and neuroscience to show how powerful of a catalyst respect can be. More importantly, he shares practical, easy-to-implement strategies for helping to promote respectful work cultures and offers case study details on how best-in-class global employers are already using respect to make a difference with both their cultures and bottom lines.
We hear so many well-meaning and well-researched messages about how to be healthier, and for many, they prompt real change, like quitting smoking, exercising more, and eating better. But for some people, these messages prompt only a defensive and resentful reaction — “Stop nagging and leave me alone.” Why do some people hear these messages so differently, and how can researchers help them be more effective? In looking at this problem, a new study by researchers at the Annenberg School for Communication at the University of Pennsylvania found that people who are more mindful are more receptive to health messaging and more likely to be motivated to change.
We have written a lot on the Respectful Workplace Blog about how to eliminate bullying and disrespectful behavior in the workplace. The following article was contributed by whyteambuilding.com about the research found on the negative impact on mental and physical health on people who are bullied.
All across the country on Thanksgiving Day, many families will be around the table waiting to dig into a feast of traditional foods handed down through the generations. It is also a time to either verbally or silently reflect on the good things in our lives.
As we begin to move on after the most bruising political campaign recent memory, it is a good time for a hard look at how our democratic process turned so ugly and disenfranchising to so many Americans. How did we get to a place where the polarization and acid-like negativity actually became news in its own right? As someone who studies human and workplace behavior and focuses on how to drive organizational change, it is interesting to note that this political season has been fueled, in part, by a number of phenomena that I see regularly in the workplace—every workplace, not just in the halls of Congress or in campaign headquarters.
By treating others’ respectfully, leaders can become role models for employees and exert a positive influence on the work environment. The following are tips to assist those in leadership positions treat employees with respect and increase job satisfaction.
In the wake of increasing incidents involving police shootings of unarmed African American males, it seems logical that police forces across the country would benefit from training that addresses the impact of implicit bias amongst officers. But will that make a difference? Skeptics of implicit bias training raise valid concerns about its effectiveness, especially for police officers who are often placed in high-pressure situations in which they may be more likely than other professions to need to rely on quick judgments. The question discussed in the following article is whether or not training can be effective in helping to reduce or eliminate the negative effects that implicit biases can result in.