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Our Behaviours A3 Sheet OTAGO

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Our Behaviours A3 Sheet OTAGO Our definitions These definitions and examples were created by staff and students and guide how we act as individuals and teams within the University. If the behaviour you have experienced is not on this list, have a discussion about where you feel it might fit. Values-led behaviour Acceptable behaviour Inappropriate behaviour Bullying or harassment Constructive, supportive guidance or feedback One-off acts of unwelcome behaviour which Harassment is inappropriate behaviour that with the intention of helping an individual or are inappropriate and don’t meet your behaviour intimidates, humiliates, undermines or group to meet their work goals or improve their standards. dominates another person. job performance. May be unintended incivility or deliberately unkind Bullying is a form harassment that is You might not like the actions or behaviours, but or rude. characterised by persistent and offensive, they are being done respectfully, with good intent If unchecked a single act of inappropriate abusive, intimidating and malicious or insulting behaviour The person acting this way may be and can reasonably be considered appropriate in behaviour could create a culture receptive to doing so intentionally or may be unaware of the ‘Step 1: Creating a positive culture’ provides a detailed the circumstances. bullying and so should be raised and resolved. reference for discussions about values-led behaviours. impact until they have been told about it. • Respectful body language and tone of voice • Strongly negative body language, no eye contact, sneering , eye- • Consistent negative body language or tone of voice, including Behavioural • Raised but calm voice if there is a safety concern rolling, tone of voice e.g. sarcastic passive-aggressive actions, intimidation • One-off aggressive behaviour: shouting, hitting out, being short or • Repeated anger, shouting or aggression • Some forgiveness when people are stressed, listen and offer advice To do with the person’s body and encouragement snapping, intimidation • Continuing banter or humour, name-calling, derogatory terms • Jokes or humour that are not harmful to anyone • Unwelcome humour, innuendos, jokes, swearing, remarks on after they’re told it is unwelcome language, tone of voice or personal characteristics, unkind humour • Putting forward your opinions or views • A range of repeated rude or unkind behaviours, remarks about other day-to-day interactions. • Invading personal space, standing over someone, being appearance or competencies etc. • Not noticing someone if you are lost in thoughts overfamiliar • Repeated intimidation, violence or threats • Ignoring e.g. not responding to a greeting • Ignoring feedback about unwelcome behaviour • Being vigilant, challenging unsafe practice, speaking up about • Critical feedback that picks fault without helping to improve, may • On-going criticism, undermining, belittling, or humiliation, ridicule, Personal errors or behaviour you find offensive be in front of others ‘making an example of’ • Taking disciplinary action if appropriate • Talking over someone, continually interrupting • Unpredictable so people ‘walk on eggshells’ Words, behaviour and interactions between • Giving constructive feedback to help you grow, improve • One-off insensitive or thoughtless comments about race, culture, • Persistent judgmental comments about for example gender, individuals performance or behaviour e.g. BUILD gender, appearance, etc. beliefs or appearance • A hug or other physical contact if you’ve checked it’s ok with them • Lack of manners, rude, sharp, direct, intimidating • Treated differently due to a protected characteristic e.g. ‘would you like a hug?’ • Unwelcome physical contact or endearments • Sexual innuendos, jokes, reQuests or harassment • Respectful colleagues need not be best friends • Excluding someone on one occasion, interrupting or ignoring, not • Exclusion, isolation or ‘the silent treatment’ Social • People being different and not always getting on saying hello • Continually bad-mouthing another team, personality assassination, • Insensitive or disrespectful to cultural backgrounds in person or online • Being open about differences of opinion How people work together • Asking Questions and clarifying, being accountable • Public shaming that belittles or demeans • Gossiping, ganging up or spreading rumours and involve each other as • Reasonably declining a request • Talking about someone behind their back, gossip, cliQues • Ongoing scapegoating or victimisation a group or team. • Accusing someone of bullying, when you have a genuine concern • Singling out or making an example of someone • Consistently ignoring views, exclusion about their behaviour and its impact • Accusing someone of bullying in a way that is in itself aggressive or • Accusation of bullying without justification • Offering or discussing a different point of view inappropriate • Humiliation or targeted personal remarks, insults, putting down of others • Robust, supportive management - clear, fair expectations about job • Unrealistic expectations of a job or project • Setting up to fail by withholding information, unrealistic work Work-related performance and time management • Blaming their own non-performance on others demands, unnecessary edits to work • Reminding people about targets or objectives • Taking credit for other people’s work • Occasional micro-management, undermined, degrading to ‘junior’ Affecting your work, role, • Checking in on people’s work to ensure Quality, constructive staff, assuming limits to job role capabilities • Consistently Questioning someone’s capabilities tasks, objectives, rostering, criticism, expectations, accountability • Applying different rules for different people • Excessive supervision: ‘watching over like a hawk’ • Reasonable rostering or declining leave reQuest performance or development • Misuse of power, manipulation, lying, punishment through shift • Taking away responsibilities without justification • Clear performance management or discipline rostering • Favouritism e.g. allocation of leave or tasks, not involving in • Firm but fair management: staff may not like what’s happening but • Constant lateness, being on phone during meetings decision making understand why it’s happening. However this should not prevent a • Continued abuse of power, blame challenge to the substance / content of the management decision. This guide and all the content contained in it are © April Strategy LLP 2019, and are not to be copied outside of the contracted client organisation..
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