Praise for The Cost of Bad Behavior

To see the most recent reviews and press, visit the BAD BEHAVIOR BLOG.

"Thoroughly researched, clearly written, and with a set of action steps that can save lives and create workplaces that are creative and productive, humane institutions that reclaim the repect we all want and deserve." —WARREN BENNIS, from the forward

"A vitally important, profound, original, and timely book. Blessedly brief, poignant, and clearly written, this book offers concrete advice that can bolster not only the bottom line but also the lifeblood of any business." —EDWARD HALLOWELL, MD, author of Driven to Distraction and CrazyBusy

"Very readable and full of good ideas. This book does a terrific job of translating research into practice." —EDWARD LAWLER, author of Talent

"Two towering figures, Christine Pearson and Christine Porath, have now condensed their valuable finds in an agile and eminintly readable book. I urge leaders of all stripes to spend a week reading it, reflecting on it, and then planning vital organizational culture changes accordingly." —P.M. FORNI, professor, Johns Hopkins University

"A fascinating, not-to-be-missed book!" —MARSHALL GOLDSMITH, bestselling author of What Got You Here Won't Get You There

"The authors usefully document not only the costs of incivility, but also the potential benefits of creating cultures in which good behavior is the norm. This is the work of the brightest emerging stars in the business school firmament." —JAMES O'TOOLE, author of The Executive's Compass and coauthor of Transparency

"Most Americans have encountered unpleasant or even hostile colleagues and bosses, but incivility is more than just a human resources problem: it also has a financial cost, argue Pearson and Porath, management professors at Thunderbird School of Global Management and the University of Southern California, respectively. The authors identify the range of behaviors that may be perceived as rude (e.g., inappropriate use of cell, texting during meetings, shutting someone out of a network or team) and quantify the costs of lost time and productivity by disgruntled workers making reduced efforts and possibly suffering from weakened commitment, stress or health problems. Citing such companies with positive cultures as Cisco Systems and Starbucks, the authors illustrate how strong leadership nurtures an environment of cooperation and respect. While the data on the prevalence of rudeness in the workplace is disturbing, the authors maintain an optimistic tone and provide credible, useful tips for managers who recognize that valuing people is not only the right thing to do but the key to profit and productivity." —Publishers Weekly

"The Talmud says that embarrassing people in public is like spilling their blood, yet it's one of the many forms of emotional homicide that are common in the workplace.
The authors want the killing to stop. They make an earnest case that incivility on the job can wound your company by demoralizing workers and driving off customers. The book even offers a worksheet to help you put a dollar value on the problem.
Don't bother. Workplace nastiness can't do anyone much good, including business owners. Take Pearson and Porath's sensible advice for heading it off and rooting it out. Doing so will make you richer or, at the very least, let you sleep the sleep of the just. (July 2009)" —Fortune Small Business

Recent research by the Gallup Organization indicates that only 29% of the U.S. workforce is positively engaged (i.e. loyal, enthusiastic, and productive) whereas 55% is passively disengaged and the remaining 16% are "actively disengaged" in that they are doing whatever they can to undermine their employer's efforts to succeed. Is it any wonder that, in the United States, 80% of the people surveyed believe that incivility is a problem? Moreover, 96% have experienced it at work, 80% believe they get no respect there, and 75% are dissatisfied with the way uncivil behavior is handled.

As Christine Pearson and Christine Porath explain in their timely book, The Cost of Bad Behavior, the total cost of incivility can be estimated but not calculated because (a) the total cost consists of much more than out-of-pocket expenditures and (b) it is impossible to know the nature and extent of damage to self-image, morale, latent pathologies (e.g. hostility), and motivation of perpetrators and their victims. Then, of course, there are the collateral costs associated with others (e.g. family members and friends) who also become involved. Let's just say that the cost of uncivil behavior is substantial. Certainly at least $300-billion in the United States and probably even more than that. That's the bad news. Now the good news. According to Pearson and Porath, much of it is avoidable.

The better news is that, with uncommon rigor and eloquence, they explain how any organization (regardless of size or nature) can create a "culture of civility," one in which mutual trust and respect are non-negotiable core values. This is a "must read" for all C-level executives and other supervisors. Pearson and Porath are diehard pragmatists whose observations and recommendations are based on an abundance of empirical, real-world evidence. Moreover, they are convinced that incivility in the workplace can not only be reduced but, eventually, eliminated. Hence the relevance of the quotation of Albert Einstein they cite: "The world is a dangerous place, not because of the people who are evil, but because of the people who don't do anything about it." I congratulate Pearson and Porath on a brilliant achievement, one that makes a valuable contribution to our understanding of what must be done and how to do it. —ROBERT MORRIS, Dallas, Texas