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Civility and Collegiality

Code of Ethics and Employee Conduct

College employees will work together to create a culture of civility and inclusion built on trust, respect, and dignity for all.

Representative Observable Behaviors

 a.    Greets people.

b.    Uses formal language.

c.     Welcomes newcomers and outsiders.

d.    Shows interest in different experiences and accomplishments.

 a.    Shows admiration for what colleagues do.

b.    Supports the opportunity for others to express their suggestions and ideas.

c.     Shares diverse experiences.

d.    Attends lectures and social events that explore differences.

 a.    Allows others to complete their thoughts when speaking.

b.    Listens objectively without making assumptions.

c.     Asks clarifying questions as needed for more details or information.

a.    Completes his or her share of the work of the group.

b.    Is willing to consider compromise.

c.     Contributes ideas and suggestions.

d.    Gives constructive feedback.

e.    Accepts leadership roles.

a.    Serves on collegewide committees as workload permits.

b.    Works on projects related to the College’s mission.

a.    Is aware of how body language changes when speaking with individuals from different backgrounds, which can indicate respect or disrespect.

b.    Is aware of how changes in tone of voice, use of slang, unfamiliar jargon, or the context can show respect or disrespect for others.

Montgomery College Office of Equity and Inclusion

a.    We aspire to be welcoming, equitable, inclusive, and culturally competent.

b.    We are polite in our interactions by

  • greeting and acknowledging others;
  • saying please and thank you;
  • respecting others’ time, space, and individuality;
  • being direct, sensitive, and honest.

c.     We listen for common ground.

d.    We treat each other with respect by

  • welcoming feedback with an open mind and giving others the benefit of the doubt;
  • acknowledging the contributions of others and recognizing successes;
  • acknowledging the impact of our behavior on others with a caring heart.

e.    We address incivility in a polite, courteous, and responsible manner.

Inspired by Mastering Civility by Christine Porath.

Warning Signs of Problematic Behavior

a.    Uses profanity.

b.    Shares racial, ethnic, or sexist jokes or comments in any format.

c.     Shouts or uses an aggressive tone of voice.

d.    Inappropriately touches another person.

e.    Does not provide enough personal space when talking with others.

a.    Talks loudly in a setting that is disruptive or distracting to others.

b.    Talks repeatedly about how he/she does things, rather than how things should be done according to College Policy and Procedure or established practices.

c.     Overshares information about personal life during work time.

a.    Dismisses the ideas of others without consideration.

b.    Devalues the contributions of others by lack of acknowledgement or assuming credit.

c.     Refuses to work with someone.

d.    Disregards the input of a member of a shared work effort.

a.    Speaks negatively about his/her work load, office, colleagues, or the College without offering constructive suggestions.

b.    Consistently assumes pessimistic outcomes.

c.     Discourages others from trying to make something successful.

a.    Does not show up for committees or assigned work groups.

b.    Refuses to accept leadership roles even when experience and skills are logical for a leadership role.


Policy to Foster Civility and Support a Healthy Academic Work Environment.
Clark, C. M., & Ritter, K. (n.d.). Journal of Nursing Education, 57(6),

Civility and Academic Freedom: Who Defines the Former (and How) May Imperil Rights to the Latter.
McDonald, T. W., Stockton, J. D., & Landrum, R. E. (2018). College Quarterly, 21(1).

Ethics and Civility: The Code We Live By. Russell, M. (2019). Journal of the Academy of Nutrition and Dietetics.

The Importance of Civility in the Workplace:  Chron websitenew window

Four Steps Proven To Cultivate Workplace Civility:  Forbes websitenew window

Defining and Practicing Deep Civility on College Campuses: Higher Education Todaynew window

Civility and Academic Freedom: Who Defines the Former (and How) May Imperil Rights to the Latter.
McDonald, T. W., Stockton, J. D., & Landrum, R. E. (2018). College Quarterly, 21(1).

Creating healthy workplaces: stress reduction, improved well-being, and organizational effectiveness.
Biron, C., Burke, R. J., & Cooper, C. L. (2014). Burlington: Gower Pub., (2014).

The Construction of Civility in Multicultural Organizations. Kisselburgh, L. G., & Dutta, M. J. (2009). In P. Lutgen-Sandvik & B. D. Sypher (Eds.), Destructive organizational communication: Processes, consequences, and constructive ways of organizing. (pp. 121–142). New York, NY: Routledge/Taylor & Francis Group.  Montgomery College Librarynew window

Mastering Civility. Porath, C. (2016) Grand Central Publishing, New York, NY
Montgomery College Librarynew window

Elite Workshops: Many of the Elite Workshops have an applicable piece to them that may have a civility quality which can
be applied.
Leadership Development Institute (PDF, Get Adobe Acrobat PDF Reader.-Link opens in new window.)
MC Management
(PDF, Get Adobe Acrobat PDF Reader.-Link opens in new window.)
MC Learns: E-course Catalogue—Policies, Operations & Legal

Civility in the Workplace (5:25) video on Youtubenew window

LinkedIn Learning:
• Teaching Civility in the Workplace: 
Teaching Civility in the Workplace video on Linkedinnew window