In a 2019 Monster survey, 90 per cent of employees said they had experienced bullying in the workplace. The Pew Research Center reports that 69 per cent of women say they have been sexually harassed in a professional setting. These numbers point to a serious problem that leaders can’t afford to ignore. Policies and training are, of course, critical to the prevention of bullying and harassment, but there are other avenues that you may not have considered. Diversity and inclusion have benefits that go far beyond compliance. Not only do companies that embrace diversity and inclusion outperform those that don’t, but understanding, accepting and valuing differences ensures a fairer, more collaborative environment with less conflict. Join Catherine Mattice-Zundel, president of Civility Partners, a training and consulting firm focused on helping organizations build positive workplace cultures, as she explores strategies for using diversity and inclusion to prevent harassment and bullying. The webinar will cover: What constitutes bullying and harassment in the workplace Best practices for addressing and preventing bullying and harassment How diversity and inclusion helps to reduce bullying and harassment How to achieve diversity and inclusion Case studies of how bullying, inequities and harassment tie together, and how resolving one requires resolving all

1. Preventing Bullying and Harassment
Through Diversity and Inclusion in the
Workplace
Catherine Mattice Zundel, MA, SPHR, SHRM-SCP
Civility Partners, Inc

2. Catherine
Mattice Zundel
MA, SPHR, SHRM-SCP
Info@CivilityPartners.com
www.CivilityPartners.com
INDUSTRIES SERVED
• Aerospace
• Construction
• Banking & finance
• Healthcare
• Higher education
• IT
• K-12 schools
• Legal
• Manufacturing
• Technology
• U.S. Military
• Water authorities
• City, county & federal government
• Family owned
• Nonprofits, both large and small
• Privately held
• Union environments
AS SEEN IN

3. Poll Question
I am satisfied with my organization’s
diversity, equity, and inclusion initiatives.
© 2021 Catherine Mattice Zundel | Civility Partners

4. 75% of people
who feel
harassed
never report it.
Catherine Mattice Zundel | Civility Partners

5. Retaliation

6. Incivility and
Unprofessionalism;
Conflict
Bullying
(i.e., Abusive
Conduct)
Protected
characteristic
bullying/abuse
(i.e., Discrimination
& harassment)
Group
bullying/abuse
(i.e., Mobbing &
hazing)

7. Harassment is a form of
employment
discrimination. It is
unwelcome conduct
that is based on race,
religion, sex…
Harassment becomes unlawful
where:
1) enduring the offensive conduct
becomes a condition of continued
employment, or,
2) the conduct is severe or
pervasive enough a reasonable
person would consider it
intimidating, hostile, or abusive.

8. Incivility and
Unprofessionalism;
Conflict
Bullying
(i.e., Abusive
Conduct)
Protected
characteristic
bullying/abuse
(i.e., Discrimination
& harassment)
Group
bullying/abuse
(i.e., Mobbing &
hazing)
Violence

9. Policy Training
Culture
Catherine Mattice Zundel | Civility Partners

10. Good question about
respect, Bob. But I only
talk about the law in my
trainings.

11. Leadership Behavior
Culture
Policy
Catherine Mattice Zundel | Civility Partners

12. Bad Actor
Target
Organizational
Members
(Reinforcers)
Organizational
Culture
Support Support
Damage
Damage
Power
Imbalance
Damage
Damage

13. Step 1
Conduct an assessment
© 2021 Catherine Mattice Zundel | Civility Partners

14. What is your research
question?

17. Climate assessment question examples
I would talk to my co-worker if I felt he/she did/said
something inappropriate.
I would feel comfortable reporting harassment or bullying
to my manager.
This is a positive work environment.
Interviews from an outsider are also helpful.

18. Investigation
Attempts to understand risk factors and
cultural reality
Focused on everybody’s story
May result in resolution for many
Climate Assessment
• Attempts to understand facts
• Focused on one person’s story
• May result in resolution for one
problem area
• Attempts to understand risk
factors and cultural reality
• Focused on everybody’s story
• May result in resolution for
many

19. Step 2
Develop action items
© 2021 Catherine Mattice Zundel | Civility Partners

20. Get creative
With an
action team

21. Objective 1: Build trust in
the process of change
Goal: Give employees opportunities
to heal
Goal: Increase transparency and
communication
Objective 2: Build
empathy, civility, and
respect into everyday
behavior
Goal: Increase multicultural/diversity
awareness and empathy
Objective 3: Create equity
in people processes
Goal: Adjust performance
management system to be
equitable and fair
Goal: Ensure diversity in hiring,
promotional opportunities, and
training opportunities

22. Examples of actions:
• Creation and roll out of a core competency matrix tied to university core values
• Crowdsourced list of 40+ job boards for more diverse candidates
• Crowdsourced list of interview questions related to experiences and skill in creating
inclusive teams
• More transparency and communication through “Coffee with CIO,” quarterly all-staff
meetings, frequent skip-level meetings, and published guidelines for participation in
annual leadership program
• Ongoing coaching for leadership team

23. Step 3
Use your core values
© 2021 Catherine Mattice Zundel | Civility Partners

24. Core values =
core job
competencies

25. Don’t skimp on the chili
Don’t skimp on the service
Don’t skimp on the quality
Don’t skimp on the fun

26. Core Competency: Fun
Always perceived to be in a good
mood; laughs and clearly enjoys
others; engages peers and
customers in conversations; seen
with a smile regularly

27. Step 4
Provide Better Training
© 2021 Catherine Mattice Zundel | Civility Partners

28. Consider
After harassment prevention training is over, would you like people to…
Demonstrate respect,
empathy, inclusivity, and
assertiveness?
Cite the legal
definition of sexual
harassment?
OR

29. Managers + Leaders
Attempts to understand risk factors and
cultural reality
Focused on everybody’s story
May result in resolution for many
Everyone
• Setting expectations
• Managing incivility->bullying
• Coaching behavior and
performance
• Creating a positive workplace in
their work team • Conflict
management
• Communication
skills
• Stress
management
• Customer service
• Leadership
• Respect and
civility
• Assertiveness
• Inclusivity
• Allyship
Email me for 16 Steps to Be
a Better Ally
Info@CivilityPartners.com

30. Step 5
Create Psychological Safety
© 2021 Catherine Mattice Zundel | Civility Partners

31. Poll Question
If someone I work with treated
me with disrespect, I would feel
comfortable to say something
to them about it.
© 2021 Catherine Mattice Zundel | Civility Partners

32. Provide coaching

33. Incivility, bullying and negative behaviors
are a performance problem. Period.
Early intervention prevents escalation to
harassment, the creation of a negative
culture, and other future damage.

34. Assumptions
Attempts to understand risk factors and
cultural reality
Focused on everybody’s story
May result in resolution for many
Reality
• Fully aware
• Intention is to harm
• Cannot change
• Fully unaware
• Intention is to get the job done
• Can change

35. Bullying is a result of:
1. High anxiety around incompetence
2. Lack of social and emotional intelligence

36. Confronting those engaging in bullying
“We’ve had a series of complaints about perceptions of interactions
with you – we don’t see this with other managers. This is not acceptable
and cannot continue.”
“I don’t know what happened — I wasn’t there. But I do know one
thing for a fact: several people feel they are being treated
disrespectfully and that one fact has to change.”

37. Coaching answers 3 questions
• What are the negative perceptions?
• What is causing them?
• What strategies can you implement to eliminate
those perceptions?

38. Before
Attempts to understand risk factors and
cultural reality
Focused on everybody’s story
May result in resolution for many
• AGGRESSIVE: “He raises his voice and hits things and
makes crazy big grand gestures”
• PUBLICLY SHAMES: “Every time this person said
anything he’d undercut them – he’s really trying to
make them look stupid”
• BELITTLES: “He is emotionally unintelligent and gets
snarky and belittling – it doesn’t add any value”

39. Perception = Publicly shames
What causes that perception?
What strategies can you implement to eliminate that
perception?

40. Perception = Publicly shames
What causes that perception?
They’re too sensitive
You tell me, you’re the expert
I did call John an idiot once

41. Perception = Publicly shames
What causes that perception?
• They’re too sensitive
• You tell me, you’re the expert
• I did call John an idiot once
What strategies can you implement to eliminate the
perception that you publicly shame?

42. Before
Attempts to understand risk factors and
cultural reality
Focused on everybody’s story
May result in resolution for many
After
• AGGRESSIVE: “He raises his voice and hits things and
makes crazy big grand gestures”
• PUBLICLY SHAMES: “Every time this person said
anything he’d undercut them – he’s really trying to
make them look stupid”
• BELITTLES: “He is emotionally unintelligent and gets
snarky and belittling – it doesn’t add any value”
• CALM: “He seems to be more relaxed and there is
more of a pleasant environment”
• NOT REACTIVE: “He thinks before he reacts - those
emotions, he channels them much better.”
• CONTRIBUTES RATHER THAN CONTROLS: “Now he
throws it out like “here’s an idea” – and a lot of times
they are good ideas and people are more receptive
to what he has to say”

43. Create inclusive
meetings

44. In a study of US Supreme
Court justices for the last 12
years, women justices were
interrupted three times
more often than men, and
women initiated only 4% of
interruptions overall.
Fortune, 2017

45. Ideas for Inclusive Meetings
Amplify ideas and give credit to people
Respond to showboating by pointing out
expertise and experience of others
Rotate administrative duties
Kick questions back to the right person

46. It’s your job to ease your workforce’s anxiety around stepping in.
How can you do that?

47. • Focus on the impact: “I know you don’t realize it but
by saying ____ you can offend people. Instead try
____.”
• Asking a question: “I was just curious, why did you
ask her to take notes?”
Email me at Info@CivilityPartners.com for a list of 16 ideas.
Try…

48. Thank-you for participating
Contact Catherine Mattice Zundel
Info@CivilityPartners.com
@catmattice
https://www.linkedin.com/in/catherinemattice/
Contact i-Sight
j.gerard@i-sight.com
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