Pictured above, clockwise, Mary Frances Luce, Duke; Michael Steel, Business Roundtable; Niel Golightly, FGS Global.
The Civility Call
The Civility Call provides a vital forum for senior HR and communications leaders to share best practices on managing workplace tensions during polarized times. Convened in partnership with SHRM and the Page Society, these monthly discussions provide expert insights and best practices from participants’ organizations. Each month, executives engage in candid dialogue after expert-led discussions on pressing topics like navigating political discourse, customer relationships across divides, and supporting employee wellbeing. This open sharing of strategies and experiences is critical, as businesses face escalating civility risks that can disrupt operations and damage reputations.
With a new administration in office, nearly 100 senior HR and communications executives gathered virtually for the January session of Duke University’s Dialogue Project to explore how companies can maintain civil discourse during politically charged times.
The session, co-sponsored by SHRM and the Page Society and moderated by Mary Frances Luce, dean of Duke’s Fuqua School of Business, examined hot-button issues like immigration and DEI initiatives while revealing growing concerns about workplace tensions even as business leaders seek balanced approaches to addressing polarizing topics.
Featured guests during the call were Michael Steel, senior vice president, Business Roundtable; Dr. Ragan Decker, manager of executive network and enterprise solutions research at SHRM; and Niel Golightly, partner, FGS Global.
“As a new administration gets underway and new policies advocated and implemented, the likelihood of intense debate and even rancor will increase,” said Bob Feldman, founder of the Dialogue Project. “We have a role to play in the business world to temper that and drive constructive dialogue for a productive business environment.”
Sobering Data on Workplace Incivility
Dr. Decker of SHRM shared concerning findings from the organization’s Civility Index. The research showed workplace incivility reached its highest levels in late 2024, driven largely by political differences and election results.
“We found that employees who experience or witness incivility in the workplace are nearly three times more likely to engage in uncivil behaviors themselves,” she noted. “This underscores the role organizations can play in trying to break that cycle.”
The stakes are significant – 44% of workers believe civility will worsen in 2025, while 26% say they are likely to leave their jobs due to experiencing or witnessing incivility. The collective daily financial impact of workplace incivility reached $2.7 billion in Q4 2024.
Strategic Approaches to Public Statements
The discussion revealed evolving approaches to public statements on controversial issues. During the audience discussion, Rochelle Ford, CEO of the Page Society, emphasized the importance of holding vendors and suppliers accountable to the same standards companies set for themselves, particularly around staffing and employment practices.
The head of corporate communications for a leading retailer explained their organization’s approach: “If the topic is not directly related to our business interests, we really weigh heavily whether we have anything new to add to the conversation. We’ve recognized that when we make public statements, there is high potential to create divisiveness within our own organization.”
Mr. Golightly, a communications consultant, noted that silence itself can be interpreted as a statement. “We live in a time when saying nothing is actually saying something. You can tick off a whole swath of people if you’re not saying anything, just as much as if you say the wrong thing.”
Immigration and DEI Challenges
The discussion explored how companies might navigate upcoming immigration policy changes, particularly those relying on immigrant workers. Mr. Steel of the Business Roundtable emphasized the distinction between regulated and unregulated immigration, noting that many member companies use H-1B visas and will advocate for strengthening rather than dismantling legal immigration programs.
On DEI initiatives, participants wrestled with how to maintain momentum amid pushback from some stakeholders. “If you have a diverse consumer base, then you will want to have a diverse employee population,” noted one chief people officer. “The business case is clear – companies that embrace diversity do better.”
Looking Ahead
As organizations prepare for potential policy shifts under the new administration, several key principles emerged for maintaining constructive dialogue:
– Ground positions in established company values and business strategy
– Focus on face-to-face communication when possible
– Create psychologically safe environments for difficult conversations
– Consider impacts on all stakeholders before making public statements
– Maintain consistency in approach despite shifting external pressures
“The companies that have really suffered are the ones seen as simply cynically following wherever the wind blows,” observed Mr. Golightly. “You might have to trim your sails differently as conditions change, but heading generally in the same direction is crucial.”
The Dialogue Project’s next session on February 24th will continue exploring how businesses can foster civil discourse while navigating politically charged policy changes. As Dean Luce noted, the session’s strong participation reflects the urgency of addressing workplace polarization: “A polarized society means a polarized workforce. Every company seems to have confronted these challenges.”