Christine Porath: Why being respectful to your coworkers is good for business
كريستين بوراث: لماذا يعد احترام الزملاء مفيدًا للعمل
Christine Porath helps organizations build thriving workplaces. Full bio
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through your actions.
من خلال أفعالكم.
your professional success
and treat people means everything.
ومعاملتكم للناس هي كل ما يهم.
by respecting them,
appreciated and heard,
وأن كلمتهم مسموعة،
by making them feel small,
أنهم بلا قيمة،
of incivility on people.
may be absolutely fine to another.
قد تكون طبيعية جدًا بالنسبة لشخص آخر.
speaking to you.
أثناء تحدث شخص ما إليك.
and whether that person felt disrespected.
هذا الشخص قد شعر بعدم الاحترام.
someone feel that way,
this stuffy hospital room.
في غرفة المستشفى الخانقة.
this strong, athletic, energetic guy,
ذلك الرجل القوي الرياضي النشيط،
strapped to his bare chest.
موصلة بصدره العاري.
was work-related stress.
هو الإجهاد بسبب العمل.
just an outlier at that time.
a lot of incivility
That's not how it's done,"
to study the effects of this.
لأدرس تأثيرات هذا الأمر.
that small, uncivil actions
بأن تلك الأفعال الصغيرة الفظة
performance and the bottom line.
and what we found was eye-opening.
وما وجدناه كان لافتًا للنظر.
where they were treated rudely,
about how they reacted.
that made insulting statements like,
الذي كان يستخدم عبارات مهينة مثل:
in front of the entire team.
أمام الفريق بأكمله.
made people less motivated:
تجعل الناس أقل تحفزًا،
worrying about what happened,
two things happened.
and estimated, conservatively,
وقدّروها بتحفظ،
12 million dollars a year.
12 مليون دولار في السنة.
we heard from others in our academic field
من بعض الأشخاص في مجالنا الأكاديمي
this, but how can you really show it?
لكن كيف يمكنك إثباته؟
those that experienced incivility
أولئك الذين عانوا من الفظاظة
experience incivility.
that experience incivility
that their performance suffers."
the one who experiences it?
يؤثر على الشهود أيضًا.
an experimenter act rudely
"What is it with you?
to hold a job in the real world?"
على وظيفة في العالم الواقعي؟"
insulting a group member.
لعضو في المجموعة.
performance decreased, too --
quite significantly.
just by being around it.
and in our communities.
our motivation, our performance
and can take some of our brainpower.
ويمكن أن تحد من قدراتنا العقلية.
if we experience incivility
just see or read rude words.
combinations of words
with 15 words used to trigger rudeness:
على 15 كلمة تستخدم لإثارة الوقاحة:
received a list of words
information right in front of them
لتفويت المعلومات أمامهم مباشرة
that read the rude words
to life-and-death situations.
بمواقف الحياة والموت.
about a doctor that he worked with
this one particular interaction
at a medical team.
of medication to their patient.
was right there on the chart,
كانت موجودة على الجدول
on the team missed it.
or awareness to take it into account.
أو الوعي لأخذها بعين الاعتبار.
in all their diagnostics,
في جميع عمليات التشخيص،
the teams exposed to rudeness
أن الفرق التي تتعرض للوقاحة
help from their teammates.
من زملائهم في الفريق.
but in all industries.
وليس في الطب فقط.
people about this, too.
are not more civil
and even concerned
less leader-like.
أقل شبهًا بالقادة.
في المرتبة الأخيرة؟
a few prominent examples
in the long run, they don't.
أنهم لا يفعلون ذلك.
by Morgan McCall and Michael Lombardo
أنجزه مورغان ماكول ومايكل لومباردو
the Center for Creative Leadership.
tied to executive failure
or bullying style.
that succeed despite their incivility.
التي تنجح على الرغم من فظاظتها.
sabotage their success.
when they're in a place of weakness
that you're not a jerk.
isn't the same as lifting them up.
doing the small things,
يعني فعل الأمور البسيطة،
hello in the hallway,
someone's speaking to you.
or give negative feedback civilly,
أو تعطون ردًا سلبيًا بدماثة،
colleagues and I found
وجدت أنا وزملائي
to be viewed as leaders,
as an important -- and a powerful --
of two key characteristics:
isn't just about motivating others.
لا تعني تحفيز الآخرين فقط،
to be seen as a leader.
as warm and competent.
وسيراك الناس كشخص متحمس كفء.
about how civility pays,
important questions around leadership:
from their leaders?
20,000 employees around the world,
من 20 ألف موظف حول العالم،
was more important
with their organization
and make people feel respected?
وجعلهم يشعرون بالاحترام؟
it doesn't require a huge shift.
هو أنه لا يتطلب نقلة هائلة.
of Ochsner Health [System],
السابق لشركة "أوشنر" للرعاية الصحية،
of their 10-5 way,
to boost an organization's performance.
لتعزيز أداء المؤسسة.
as CEO of Campbell's Soup Company in 2001,
لشركة "شوربة كامبل" في عام 2001،
had just dropped in half.
قد انخفضت لتوها إلى النصف.
the least engaged organization
إنها كانت المؤسسة الأقل انخراطًا
to work his first day,
was surrounded by barbwire fence.
بسياج من الأسلاك الشائكة.
in the parking lot.
a minimum security prison.
had turned things around.
كان دوغ قد بدل الأحوال.
all-time performance records
سجلات الأداء على مدار الوقت
including best place to work.
بما في ذلك أفضل مكان للعمل.
high standards for performance,
to do it with civility.
and he expected his leaders to.
to being tough-minded on standards
بالصرامة في المعايير
these touch points,
بلحظات التواصل،
he had with employees,
in the cafeteria or in meetings.
أو في الاجتماعات.
made employees feel valued
الموظفين بها بالتقدير
he was paying attention
thank-you notes to employees.
ملاحظة شكر للموظفين.
of these touch points a day.
لحظة تواصل كتلك كل يوم.
less than two minutes each.
أقل من دقيقتين لكل واحدة.
in each of these moments.
من هذه اللحظات ذكية ومدروسة.
and function at their best
ويعملون في أفضل حالاتهم
and their performance.
when we have more civil environments,
يكون لدينا المزيد من البيئات المتحضرة،
helpful, happy and healthy.
وعونًا وسعادة وصحة.
to lift others up around us,
ABOUT THE SPEAKER
Christine Porath - Management professor, researcherChristine Porath helps organizations build thriving workplaces.
Why you should listen
Christine Porath teaches at Georgetown University's McDonough School of Business. She's the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Her speaking and consulting clients include Google, United Nations, World Bank, International Monetary Fund, Genentech, Marriott, National Institute of Health, Department of Labor, Department of the Treasury, Department of Justice and National Security Agency. She has written for the Harvard Business Review, the New York Times, the Wall Street Journal, McKinsey Quarterly and the Washington Post. She serves on the Advisory Council for the Partnership for Public Service.
Before getting her PhD, Porath worked for International Management Group (IMG), a leading sports management and marketing firm. She received her BA from College of the Holy Cross, where she was a member of the women's basketball and soccer teams, and her PhD from Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
Christine Porath | Speaker | TED.com