The good news? Incivility can be addressed. It starts with each of us choosing to contribute to the kind of culture we want to be part of. When you encounter someone behaving in a way that feels dismissive or rude, try pausing and asking: “Are they okay?” “What’s the most generous explanation for their behaviour?” Choosing curiosity and compassion over judgement helps interrupt the cycle. Let’s remember our Trust Values, and lead with kindness. It’s not about perfection—it’s about intention. To explore more on this topic, check out the Civility Awareness resources on MyLearn.
Research shows that 98% of workers have experienced uncivil behaviour and 50% encounter it at least weekly (Pearson & Porath, 2013). Its effects are far from trivial. When someone is subjected to incivility, cognitive performance can decline by up to 61%—our brains become distracted, reactive, and less effective. It doesn’t stop there: 25% of recipients go on to unintentionally pass incivility to patients and service users, creating a ripple effect. At the team level, outcomes worsen across multiple clinically significant measures. There are serious financial
implications, too. Kline and Lewis (2018) developed a tool to calculate the cost of incivility, disrespect, bullying, and harassment in NHS organisations. Their research factors in employee turnover, sickness absence, decreased productivity, presenteeism, and legal costs. According to their estimates, incivility costs the NHS approximately £83.46 million annually. Using our 2021 organisational data, the tool estimated that incivility cost ESHT £14.64 million—a stark reminder that culture affects more than morale.
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