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A study of a newspaper's website found that incivility was present in more than 20% of its responses, name calling being the most prevalent form of incivility.

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Conflict in online discussions of science has the potential to polarize individuals' perceptions of science, yet science communication scholarship has paid little attention to systematic study of how verbal attacks play out in online discussions of science. This study analyzes sarcasm and incivility in Twitter discussions of climate change during an extreme weather event ( n = 4,094). We found instances of incivility and sarcasm were low overall. Incivility was used in association with political topics, and both incivility and sarcasm were used alongside skeptical perspectives of climate change and by those who mention right-leaning politics in their profiles.

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Social Media, Science, and Attack Discourse: How Twitter Discussions of Climate Change Use Sarcasm and Incivility - Ashley A. Anderson, Heidi E. Huntington, 2017

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Conflict in online discussions of science has the potential to polarize individuals' perceptions of science, yet science communication scholarship has paid little attention to systematic study of how verbal attacks play out in online discussions of science. This study analyzes sarcasm and incivility in Twitter discussions of climate change during an extreme weather event ( n = 4,094).

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This comment on a Forum article posted on Facebook assumes the intentions of Trump supporters: https://www.facebook.com/inforumFM/posts/10158286868556858

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Workers on the Receiving End of Incivility 

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Workers on the Receiving End of Incivility 

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For workers who were on the receiving end of incivility, 48% intentionally decreased their work effort.

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Idea in Brief

Leaders can counter rudeness at work both by monitoring their own actions and by fostering civility in others.

Strategies for managing yourself include modeling good behavior and asking for feedback. Turn off your iPhone during meetings, pay attention to questions, and follow up on promises.

When it comes to managing the organization, you should hire for civility, teach it, create group norms, reward positive behavior, penalize rudeness, and seek out former employees for an honest assessment of your company's culture.

Failure to keep tabs on behavior can allow incivility to creep into everyday interactions-and could cost your organization millions in lost employees, lost customers, and lost productivity.

Rudeness at work is rampant, and it's on the rise. Over the past 14 years we've polled thousands of workers about how they're treated on the job, and 98% have reported experiencing uncivil behavior. In 2011 half said they were treated rudely at least once a week-up from a quarter in 1998.

The costs chip away at the bottom line. Nearly everybody who experiences workplace incivility responds in a negative way, in some cases overtly retaliating. Employees are less creative when they feel disrespected, and many get fed up and leave. About half deliberately decrease their effort or lower the quality of their work. And incivility damages customer relationships. Our research shows that people are less likely to buy from a company with an employee they perceive as rude, whether the rudeness is directed at them or at other employees. Witnessing just a single unpleasant interaction leads customers to generalize about other employees, the organization, and even the brand.

We've interviewed employees, managers, HR executives, presidents, and CEOs. We've administered questionnaires, run experiments, led workshops, and spoken with doctors, lawyers, judges, law enforcement officers, architects, engineers, consultants, and coaches about how they've faced and handled incivility. And we've collected data from more than 14,000 people throughout the United States and Canada in order to track the prevalence, types, causes, costs, and cures of incivility at work. We know two things for certain: Incivility is expensive, and few organizations recognize or take action to curtail it.

In this article we'll discuss our findings, detail the costs, and propose some interventions. But first, let's look at the various shapes incivility can take.

Forms of Incivility

We've all heard of (or experienced) the "boss from hell." The stress of ongoing hostility from a manager takes a toll, sometimes a big one. We spoke with a man we'll call Matt, who reported to Larry-a volatile bully who insulted his direct reports, belittled their efforts, and blamed them for things over which they had no control. (The names in this article have been changed and the identities disguised.) Larry was rude to customers, too. When he accompanied Matt to one client's store, he told the owner, "I see you're carrying on your father's tradition. This store looked like sh- then. And it looks like sh- in your hands."

Matt's stress level skyrocketed. He took a risk and reported Larry to HR. (He wasn't the first to complain.) Called on the carpet, Larry failed to apologize, saying only that perhaps he "used an atomic bomb" when he "could have used a flyswatter." Weeks later Larry was named district manager of the year. Three days after that, Matt had a heart attack.

The conclusion of Matt's story is unusual, but unchecked rudeness is surprisingly common. We heard of one boss who was so routinely abusive that employees and suppliers had a code for alerting one another to his impending arrival ("The eagle has landed!"). The only positive aspect was that their shared dislike helped the employees forge close bonds. After the company died, in the late 1990s, its alums formed a network that thrives to this day.

In some cases an entire department is infected. Jennifer worked in an industry that attracted large numbers of educated young professionals willing to work for a pittance in order to be in a creative field. It was widely accepted that they had to pay their dues. The atmosphere included door slamming, side conversations, exclusion, and blatant disregard for people's time. Years later Jennifer still cringes as she remembers her boss screaming, "You made a mistake!" when she'd overlooked a minor typo in an internal memo. There was lots of attrition among low-level employees, but those who did stay seemed to absorb the behaviors they'd been subjected to, and they put newcomers through the same kind of abuse.

Fran was a senior executive in a global consumer products company. After several quarters of outstanding growth despite a down economy, she found herself confronted by a newcomer in the C-suite, Joe. For six months Fran had to jump through hoops to defend the business, even though it had defied stagnation. She never got an explanation for why she was picked on, and eventually she left, not for another job but to escape what she called "a soul-destroying experience."

Incivility can take much more subtle forms, and it is often prompted by thoughtlessness rather than actual malice. Think of the manager who sends e-mails during a presentation, or the boss who "teases" direct reports in ways that sting, or the team leader who takes credit for good news but points a finger at team members when something goes wrong. Such relatively minor acts can be even more insidious than overt bullying, because they are less obvious and easier to overlook-yet they add up, eroding engagement and morale.

The Costs of Incivility

Many managers would say that incivility is wrong, but not all recognize that it has tangible costs. Targets of incivility often punish their offenders and the organization, although most hide or bury their feelings and don't necessarily think of their actions as revenge. Through a poll of 800 managers and employees in 17 industries, we learned just how people's reactions play out. Among workers who've been on the receiving end of incivility:

48% intentionally decreased their work effort.

47% intentionally decreased the time spent at work.

38% intentionally decreased the quality of their work.

80% lost work time worrying about the incident.

63% lost work time avoiding the offender.

66% said that their performance declined.

78% said that their commitment to the organization declined.

12% said that they left their job because of the uncivil treatment.

25% admitted to taking their frustration out on customers.

Experiments and other reports offer additional insights about the effects of incivility. Here are some examples of what can happen.

Creativity suffers.

In an experiment we conducted with Amir Erez, a professor of management at the University of Florida, participants who were treated rudely by other subjects were 30% less creative than others in the study. They produced 25% fewer ideas, and the ones they did come up with were less original. For example, when asked what to do with a brick, participants who had been treated badly proposed logical but not particularly imaginative activities, such as "build a house," "build a wall," and "build a school." We saw more sparks from participants who had been treated civilly; their suggestions included "sell the brick on eBay," "use it as a goalpost for a street soccer game," "hang it on a museum wall and call it abstract art," and "decorate it like a pet and give it to a kid as a present."

Performance and team spirit deteriorate.

Survey results and interviews indicate that simply witnessing incivility has negative consequences. In one experiment we conducted, people who'd observed poor behavior performed 20% worse on word puzzles than other people did. We also found that witnesses to incivility were less likely than others to help out, even when the person they'd be helping had no apparent connection to the uncivil person: Only 25% of the subjects who'd witnessed incivility volunteered to help, whereas 51% of those who hadn't witnessed it did.

Customers turn away.

Public rudeness among employees is common, according to our survey of 244 consumers. Whether it's waiters berating fellow waiters or store clerks criticizing colleagues, disrespectful behavior makes people uncomfortable, and they're quick to walk out without making a purchase.

We studied this phenomenon with the USC marketing professors Debbie MacInnis and Valerie Folkes. In one experiment, half the participants witnessed a supposed bank representative publicly reprimanding another for incorrectly presenting credit card information. Only 20% of those who'd seen the encounter said that they would use the bank's services in the future, compared with 80% of those who hadn't. And nearly two-thirds of those who'd seen the exchange said that they would feel anxious dealing with any employee of the bank.

What's more, when we tested various scenarios, we found that it didn't matter whether the targeted employee was incompetent, whether the reprimand had been delivered behind closed doors (but overheard), or whether the employee had done something questionable or illegal, such as park in a handicapped spot. Regardless of the circumstances, people don't like to see others treated badly.

Managing incidents is expensive.

HR professionals say that just one incident can soak up weeks of attention and effort. According to a study conducted by Accountemps and reported in Fortune, managers and executives at Fortune 1,000 firms spend 13% percent of their work time-the equivalent of seven weeks a year-mending employee relationships and otherwise dealing with the aftermath of incivility. And costs soar, of course, when consultants or attorneys must be brought in to help settle a situation.

What's a Leader to Do?

It can take constant vigilance to keep the workplace civil; otherwise, rudeness tends to creep into everyday interactions. Managers can use several strategies to keep their own behavior in check and to foster civility among others.

Managing yourself.

Leaders set the tone, so you need to be aware of your actions and of how you come across to others.

Model good behavior.

In one of our surveys, 25% of managers who admitted to having behaved badly said they were uncivil because their leaders-their own role models-were rude. If employees see that those who have climbed the corporate ladder tolerate or embrace uncivil behavior, they're likely to follow suit. So turn off your iPhone during meetings, pay attention to questions, and follow up on promises.

One way to help create a culture of respect and bring out your employees' best is to express your appreciation. Personal notes are particularly effective, especially if they emphasize being a role model, treating people well, and living the organization's values. Doug Conant, a former CEO of Campbell Soup, is well aware of the power of personal recognition. During his tenure as president and CEO, he sent more than 30,000 handwritten notes of thanks to employees.

Ask for feedback.

You may need a reality check from the people who work for you. A manager at Hanover Insurance decided to ask his employees what they liked and didn't like about his leadership style. He learned that it really bothered them when he glanced at his phone or responded to e-mail during meetings. He now refrains from those activities, and his team appreciates the change.

Employees won't always be honest, but there are tools you can use on your own. For example, keep a journal in which you track instances of civility and incivility and note changes that you'd like to make.

Pay attention to your progress.

As Josef, an IT professional, learned more about incivility, he became aware of his tendency to disparage a few nasty colleagues behind their backs. "I hadn't thought about it much until I considered the negative role modeling I was doing," he told us. "I criticized only people who were obnoxious to others and shared my criticisms only with people I trusted and in private, and somehow that made it seem OK. Then I started thinking about how I was just adding to the divide by spreading gossip and creating 'sides.' It was a real eye-opener, and I decided that I wanted to set a better example."

Within a short time Josef noticed that he was logging fewer occasions when he gossiped negatively and that he felt better about himself and his workplace. "I don't know whether anyone else would notice a difference-people already thought I was fair and supportive-but I know that I've changed," he said. "And there's another benefit for all of us: I'm seeing less incivility around me. I think that speaking up when colleagues or subordinates are rude can really make a difference. It puts them on alert that somebody is watching and cares how everyone is treated."

Managing the organization.

Monitoring and adjusting your own behavior is an important piece of the puzzle, but you need to take action across the company as well.

Hire for civility.

Avoid bringing incivility into the workplace to begin with. Some companies, including Southwest Airlines and Four Seasons, put civility at the fore when they interview applicants.

It's useful to give your team members a say about their prospective colleagues; they may pick up on behavior that would be suppressed in more-formal interviews. Rhapsody, an online subscription music service, conducts group interviews so that employees can evaluate potential teammates. It has been known to turn down applicants who are strong on paper but make the team uncomfortable in some way. In one case, a team considering two applicants felt that the apparently stronger one lacked emotional intelligence: She talked too much and seemed unwilling to listen. So the company hired the other candidate, who has worked out very well.

Research about cross-cultural relationships tends to yield highly detailed laundry lists of dos and don'ts. Popular recommendations typically focus on nonverbal considerations such as the proper depth of a bow, how to position your feet so that you don't show the soles of your shoes, or the number of kisses that are appropriate when greeting. Some of these guidelines are useful, but many are outdated, and most are not transferable from one culture to another.

We suggest a more universal approach. Simply put, the key is civility. Learning how to read behavior and to react respectfully across cultures has tremendous payoffs. The same skill set applies wherever in the world your business takes you.

Before you go:

Reflect on your own culture

and especially on the stereotypes, biases, and idiosyncrasies that others may look for in you.

Become knowledgeable about where you're going.

Read about it in your favorite genre-history, biography, fiction, international newspapers, and so on. Learn basic expressions of civility such as "please," "thank you," and "excuse me" in the language of your hosts. Watch movies set in the locale. Ask people familiar with the culture for briefings. But don't believe everything you hear: One consequence of our fast-paced global world is that behavioral norms, like many other things, shift rapidly.

Adopt an open mind-set.

Plan to try out new ideas and behaviors.

Once you're there:

Show respect.

Intent goes a long way, and most people will be able to decipher your intentions quickly, even across cultures.

Be agreeable

toward everyone you encounter.

Remember that you may be pricklier than usual,

because you're outside your routines. Practice greater patience with others and with yourself. Suspend judgment of anything or anyone for as long as you can.

Pay sharp attention.

Put your senses on alert: Listen and observe more carefully. Focus not only on what you hear and see, but also on the context of words and actions.

Venture outside your comfort zone

to learn more quickly.

Adapt your behavior to fit in

as best you can-but don't step over the line by trying to "go native."

Catch, laugh about, and learn from your missteps.

Even significant faux pas are usually forgiven if accompanied by sincere expressions of goodwill. One way to show that you mean well is to attempt a few words in the local language.

Only 11% of organizations report considering civility at all during the hiring process, and many of those investigate it in a cursory fashion. But incivility usually leaves a trail of some sort, which can be uncovered if someone's willing to look. One hospital had a near miss when bringing on a new radiologist. It offered the job to Dirk, a talented doctor who came highly recommended by his peers and had aced the interviews. But one assistant in the department had a hunch that something was off. Through a network of personal contacts, she learned that Dirk had left a number of badly treated subordinates in his wake-information that would never have surfaced from his CV. So the department head nixed the hire, telling Dirk that if he accepted the offer, the hospital would let him go right away, which would raise a flag for potential employers.

Teach civility.

We're always amazed by how many managers and employees tell us that they don't understand what it means to be civil. One quarter of the offenders we surveyed said that they didn't recognize their behavior as uncivil.

People can learn civility on the job. Role-playing is one technique. At one hospital in Los Angeles, temperamental doctors have to attend "charm school" to decrease their brashness (and reduce the potential for lawsuits). Some organizations offer classes on managing the generation mix, in which they talk about differences in norms of civility and how to improve behavior across generations.

Video can be a good teaching tool, especially when paired with coaching. Film employees during various interactions so that they can observe their own facial expressions, posture, words, and tone of voice. It takes people a while to learn to ignore the camera, but eventually they resume their normal patterns of behavior.

After participating in such an exercise, the CEO of a medical firm told us, "I didn't realize what a jerk I sounded like." To his credit, he used the insight to fashion more-civil communication-and became less of a jerk. Another senior executive reported that he'd always thought he maintained a poker face, but the video revealed obvious "tells." For instance, if he lost interest in a discussion, he'd look away.

We recommend that after being taped, people watch the video in three modes: first, with both sound and image, to get an overall sense of their demeanor; second, without sound, to focus on nonverbal behaviors such as gestures, distancing, and facial expressions; and third, with only sound, to highlight tone of voice, volume and speed of speech, and word choice. People don't take issue just with words; tone can be equally or more potent.

Create group norms.

Start a dialogue with your team about expectations. An insurance executive told us that he'd talked with his team about what behaviors worked and what didn't. By the end of the first meeting, the team had produced and taken ownership of concrete norms for civility, such as arriving on time and ignoring e-mail during meetings.

In one of our own workplaces, we've borrowed a practice from sports to take the edge off and to help one another avoid falling into occasional abrasiveness. In our world, incivility can flare up during presentations, because overly zealous professors may vigorously interrogate colleagues and visiting professors in an effort to demonstrate their own intellect. We warn colleagues who are engaging in this behavior by using hand signals to indicate the equivalent of soccer's yellow and red cards. The "yellow card" sign (a fist raised to the side of the head) conveys a warning, letting the interrogator know she needs to think about the phrasing, tone, and intensity of her comments and questions. The "red card" signal (two fingers held up, followed by the classic heave of the thumb) means she's finished for the session-she's been so offensive, repeatedly and after fair warning, that she needs to be "ejected from the game." Faculty members have learned that when they get the red card signal, they have to button it-no more today.

Ochsner Health System, a large Louisiana health care provider, has adopted what it calls "the 10/5 way": If you're within 10 feet of someone, make eye contact and smile. If you're within five feet, say hello. Ochsner has seen greater patient satisfaction and an increase in patient referrals as a result.

Reward good behavior.

Collegiality should be a consideration in every performance review, but many companies think only about outcomes and tend to overlook damaging behaviors. What behavior does your review system motivate? All too often we see organizations badly miss the mark. They want collaboration, but you'd never know it from their evaluation forms, which focus entirely on individual assessment, without a single measure of teamwork.

Zappos implemented a "Wow" recognition program designed to capture people in the act of doing the right thing. Any employee at any level who sees a colleague doing something special can award a "Wow," which includes a cash bonus of up to $50. Recipients are automatically eligible for a "Hero" award. Heroes are chosen by top executives; they receive a covered parking spot for a month, a $150 Zappos gift card, and, with full symbolic flair, a hero's cape. Even lighthearted awards like these can be powerful symbols of the importance of civility.

Penalize bad behavior.

Even the best companies occasionally make bad hires, and employees from an acquired firm may be accustomed to different norms. The trick is to identify and try to correct any troublesome behavior. Companies often avoid taking action, though, and most incidents go unreported, partly because employees know nothing will come of a report. If you want to foster respect, take complaints seriously and follow up.

Rather than confronting offenders, leaders often opt for an easier solution-moving them to a different location. The result is predictable: The behavior continues in a new setting. One manager told us that his department has been burned so often that it no longer considers internal candidates for managerial positions.

Sometimes the best path is to let someone go. Danny Meyer, the owner of many successful restaurants in Manhattan, will fire talent for uncivil behavior. Gifted but rude chefs don't last at his restaurants because they set off bad vibes. Meyer believes that customers can taste employee incivility, even when the behavior occurs in the kitchen.

Many top law firms, hospitals, and businesses we've dealt with have learned the hard way that it simply doesn't pay to harbor habitual offenders, even if they're rainmakers or protégés. Whether offenders have caused multimillion-dollar lawsuits or been responsible for the exit of throngs of employees, often the losses could have been mitigated by early, resolute action. A senior executive of a highly successful company told us recently, "Every mistake we've made in firing a questionable hire was in taking action too late, not too early."

Conduct postdeparture interviews.

Organizational memory fades quickly. It's crucial, therefore, to gather information from and reflect on the experiences and reactions of employees who leave because of incivility. If you ask targets during their exit interviews why they're leaving, you'll usually get only vague responses. Interviews conducted six months or so later can yield a truer picture. Talking with former employees after they've distanced themselves from the organization and settled into their new work environments can give you insights about the violations of civility that prompted them to leave.Companies we've worked with calculate that the tab for incivility can run into the millions. Some years back Cisco put together a detailed estimate of what incivility was costing the company. It factored in its reputation as a consistently great place to work, assumed an extremely low probability of rudeness among its employees, and looked at only three potential costs. Even in this exemplary workplace, it was estimated that incivility cost $12 million a year. That realization led to the creation of Cisco's global workplace civility program.

We close with a warning to those who think consistent civility is an extravagance: Just one habitually offensive employee critically positioned in your organization can cost you dearly in lost employees, lost customers, and lost productivity.

A version of this article appeared in the January-February 2013 issue of Harvard Business Review.

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Idea in Brief Leaders can counter rudeness at work both by monitoring their own actions and by fostering civility in others. Strategies for managing yourself include modeling good behavior and asking for feedback. Turn off your iPhone during meetings, pay attention to questions, and follow up on promises.

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Social Media causing incivility in the workplace

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Social Media causing incivility in the workplace

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93% of Americans believe that there is a civility problem in the country. In a poll taken, the results showed that people believe social media does more harm than good.

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Study: Most Americans believe social media is causing incivility

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The vast majority of people in the U.S. identify civility as a problem in the states, the research states.

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This article says that employees reported seeing incivility 33 times a month online, compared to 4 times a month when face to face.

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In an effort to clean up user comment sections, news organizations have turned to Facebook, the world's largest social network site, as a way to make users more identifiable and accountable for the content they produce. It is hypothesized that users leaving comments via their Facebook profile will be less likely to engage in uncivil and impolite discussion, even when it comes to discussing politically sensitive and potentially divisive issues. By analysing the content of discussion as it occurs in response to political news content on the Washington Post Facebook, and comparing it to that which occurs on the Washington Post website where users are afforded a relatively high level of anonymity, the present study determines the extent to which Facebook increases the level of civility and impoliteness in an area of political discussion renowned for uncivil and impolite communicative behaviour. In line with earlier theories of social interaction, the paper finds that political discussion on The Washington Post website is significantly more likely to be uncivil than discussion of the same content on the Washington Post Facebook page. Moreover, the incivility and impoliteness on the Washington Post website are significantly more likely to be directed towards other participants in the discussion compared to The Washington Post Facebook page.

Acknowledgement

The author would like to thank Kathryn Simpson for her assistance during the coding process, Jennifer Stromer-Galley for her useful insights throughout and the anonymous reviewers for their helpful comments.

Funding

This work was supported by the Economic and Social Research Council [grant number ES/I902767/1].

Notes on contributor

Ian Rowe is a PhD candidate in the School of Politics and International Relations at the University of Kent. His research is funded by the UK Economic and Social Research Council (ESRC) and focuses on the relationship between social media use and political behaviour. [email: ir63@kent.ac.uk]

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Civility 2.0: a comparative analysis of incivility in online political discussion

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In an effort to clean up user comment sections, news organizations have turned to Facebook, the world's largest social network site, as a way to make users more identifiable and accountable for the content they produce.

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"Incivility as the norm of online interaction"

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"Incivility as the norm of online interaction"

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This study looks at the positive effect of people having more trust online than in face to face settings with incivility. They also are aiming at creating an environment where people can have a discussion about civility online.

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Locking horns: online incivility is seen as the new normal, and it inhibits social trust

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However, simply witnessing an online interaction in which people discuss in a civil manner makes us trust others more, write Fabio Sabatini and Tommaso Reggiani. Have you ever witnessed (or been in...

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The PRC has documented a rise of incivility on social networking sites

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The PRC has documented a rise of incivility on social networking sites

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All caps name calling on Forum opinion piece

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All caps name calling on Forum opinion piece

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https://www.facebook.com/inforumFM/posts/10158281667916858

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This sarcastic tweet expresses resentment toward the university president.

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Many tweets on NDSU Barstool make insults directed at UND football & the school itself. However, these tweets could be considered as said in the spirit of friendly competition. My observation is that it is sometimes difficult to tell when tweets are considered uncivil and when they are thought to be made in good fun, which probably leads to confusion among other people reading them.

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Beyond the football team and school itself, this one pokes fun at UND students.

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I did not see any mention on the Twitter accounts about political parties or the election.

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A video on the Instagram account makes fun of freshmen at parties.

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In a video on the Instagram account, a student records a portion of his Zoom class where another student swears at the professor when asked to turn off his microphone.

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A lot of the tweets and Instagram posts are self-deprecating, where the writers include themselves among those who are being made fun of. One observation would be that posts may be considered less rude/offensive when the writer acknowledges themselves as a part of the group.

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NDSU Chicks is a direct affiliate of NDSU Barstool, focusing strictly on the "girls of NDSU." This account has both a Twitter and Instagram account and has posts relating to things such as, the idea that NDSU is better than UND, videos and images of parties focusing on girls, and jokes about Covid-19 to name a few.

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Although North Dakota is experiencing one of the worst Covid outbreaks in the country, the accounts still continue to joke about the pandemic while indirectly implying that students should go out to the bars because "Coronavirus can't get you."

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Looking at the difference between the main "Barstool" account and the Chicks version, it is evident the content is focused more on girls intoxicated at parties. The main account has more of a variety, but "Chicks" includes videos of girls performing embarrassing acts while intoxicated.

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Once a week, Chicks picks an attractive man to be the "Chick Magnet of the Week," this includes posting a variety of pictures of the man, usually shirtless, along with his name.

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Chicks looks at Greek Life in a variety of videos posting fraternity men and sorority women. They also have a bracket for people to vote on "The Best Frat on Campus."

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The account allows for NDSU students to relate to the content and captions posted. Having a commonality whether it be hating on UND, wishing everything would go back to normal with Covid, or going to Downtown Fargo, these accounts are used for strictly the student body of NDSU.

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Class of 2021 is a group where students can join right when they get too college to make friends, connect with each other, sell groups, look for roommates, send out updates, etc. I did notice that most of the time people are nice about what they have to say but some are sarcastic and use angry face emojis sometimes.

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Students like to post about clubs to get others interested. This one is talking about horror movies and just asking others if they like them or not

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Some kids like to write encouraging messages to other students such as this one say congrats on making it through another semester.

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One student wanted to make sure everyone knew about the change that was happening to campus due to Covid.

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Many students like to sell books on this page because it is an easy way to get rid of books and make money.

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One student had their car stolen so they reached out to this page in hopes to find it again. A good way to reach a mass audience.

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This is another club looking to reach out to the group to get them known about them and what they are currently doing at the moment

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This post shows that their is a page dedicated to NDSU confessions and this was one way to get people to like their page

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This post is poking fun at the president of the school and covid and showing the humor and what all the students are feeling when they receive updates about this situation.

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This is just a post from a student to show the updates that have been happening around school.

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Working on campus allows me to observe other students and faculty around campus. For this reason, we were looking for examples of incivility between other students or faculty in the Memorial Union. I had also gone to the Wallman Wellness Center on campus to observe if there was any incivility that was identifiable.

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I had originally gone to the Wellness Center to play pick up basketball with some friends. While I was there, I had noticed incivility on the basketball court between three men who were playing with each other. After observing closer, it was no more than playful banter between friends. They were more so poking fun at each other to gain a competitive advantage.

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I work at the front desk of the Student Activities Office in the Memorial Union on campus. Working at the desk allows me to see and hear what is happening within the office space along with observing just out the doors in front of me at the Caribou coffee shop. Often times I ended up walking around the common space in the Union to closer observe the people out there. In the few weeks I had been observing, I hadn't noticed a single example of incivility among students or faculty.

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With COVID-19 still full in effect, I don't see nearly as much foot traffic in the Union compared to the last three years I have worked there. People no longer come and sit down in the Student Activities Office to hangout or do homework. I have noticed that if they do, it's their escape to do it alone.

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The Wellness Center isn't seeing as much foot traffic either. They can only have a limited number of people in each area while trying to practice social distancing, so it makes it more difficult for people to congregate and have conversations with their peers.