![all things done with ease hicks all things done with ease hicks](https://www.allaboutwomenmd.com/knowledge-center/images/braxton-hicks.jpg)
We have an inborn bias toward people who are most like us. For example, it is easy to discriminate against someone who is different from us.
![all things done with ease hicks all things done with ease hicks](https://i1.wp.com/blog.potterybarn.com/wp-content/uploads/2013/03/IndiaHicks_CelebStylist_mv-182_lr.jpg)
ALL THINGS DONE WITH EASE HICKS HOW TO
My experience is that this lack of “dignity consciousness” just means that people have not learned how to treat one another in a way that demonstrates value and appreciation. We may all be born with dignity, but we are not born knowing how to act like it. Hicks: Honoring dignity is not so simple. The fear is that if they do speak up, they might receive a bad performance review, and in extreme cases, perhaps lose their jobs.Ĭaprino: Why is it deeply challenging for so many leaders, managers, and others to honor the dignity of people that they work with? What are they missing in their own characters, personalities or emotional states? They are terrified of speaking up about ways in which their managers and leaders have violated their dignity. Hicks: When I do an assessment of the ways employees feel their dignity is violated in their workplaces, the most common response, no matter where I am, is a violation of their sense of safety (The other elements include the acceptance of identity, no matter our race, religion, ethnicity, sexual orientation or gender, recognition of a job well done, acknowledgment of the suffering we have endured if something bad happens, fairness, to be treated in an even-handed way, independence-not to be micro-managed, to be given the benefit of the doubt-to be seen as trustworthy and accountability-to be apologized to if someone violates us.) It is not that they don’t feel physically safe - they do not feel psychologically safe to speak up when something bad happens at work. She is a role model for how I want to be in the world.Ĭaprino: What is the most common way leaders violate people’s dignity at work? If I say I respect someone, that person has done something remarkable to earn my respect. Respect, on the other hand, needs to be earned. You don’t have to do anything to deserve dignity.
![all things done with ease hicks all things done with ease hicks](https://i.pinimg.com/736x/12/f1/8d/12f18df34b1f6957cbfb06ce4f9c1b12--abraham-hicks-allowing-the-secret-movie.jpg)
Treating others with dignity, then, becomes the baseline of our interactions.
![all things done with ease hicks all things done with ease hicks](https://i.pinimg.com/originals/50/e6/bd/50e6bd4a126bef8cf4f945b653031eea.jpg)
Even though we are all born worthy of this care and attention, we are born vulnerable to having our dignity violated. How do we treat something that is invaluable, priceless and irreplaceable? We give it our utmost care and attention. In fact, we would say that children are invaluable, priceless and irreplaceable. We have little trouble seeing it when a child is born there is no question about whether they are something of value. Dignity is something we are born with - it is our inherent value and worth. This is the most common misconception that I encounter when introducing the concept to people and organizations. Kathy Caprino: How do you define dignity? Would you say it's the same or similar to respect?ĭonna Hicks: Dignity is not the same as respect. Here's what Hicks shares about building a culture of dignity: The extent to which leaders pay attention to, recognize, and understand the dignity concerns underlying people’s grievances determines whether these conflicts can be resolved. Hicks draws on research and case studies to show leaders how to create cultures that honor people’s dignity and bring out the best in them. When people experience violations to their dignity in the workplace, they feel some of the same instinctive reactions that parties in international conflicts experience – a desire for revenge against those who have violated them. She argues that conflicts in business and international diplomacy have the same common denominator: our human reaction to the way we are being treated. In her new book, Hicks explores the under‑recognized role of dignity in workplace culture. She is the author of Dignity: The Essential Role It Plays in Resolving Conflict and her upcoming book is Leading With Dignity: How to Create a Culture That Brings Out the Best in People. She has taught courses in conflict resolution at Harvard, Clark, and Columbia Universities and conducts trainings and educational seminars in the United States and abroad on the role of dignity in resolving conflict. An associate at the Weatherhead Center for International Affairs at Harvard University, Hicks was the deputy director of the Program on International Conflict Analysis and Resolution (PICAR) at Harvard for ten years, and has worked extensively on international conflict issues and diplomatic efforts in the Middle East, Sri Lanka, Columbia, Cuba, and Northern Ireland.