Nonviolent Communication (NVC) in the Workplace Environment

Differentiating between Facts and Judgments

The basis of Nonviolent Communication, an essential tool for preventing harassment, lies in separating objective reality from subjective interpretation.

In toxic environments, language is often loaded with judgments ("you are irresponsible").

The preventive technique is to train the team to describe observable facts ("you delivered the report 20 minutes after the agreed-upon time").

By eliminating the qualifying adjective and focusing on the fact, the defensiveness of the interlocutor is reduced.

Judgment attacks identity and generates counterattack; fact points to behavior and opens the door to operational correction without hurting dignity.

Expression of Needs vs. Demands.

Harassment often masquerades as "managerial demand."

CNV proposes transforming rigid orders into clear requests based on business needs.

Instead of saying "I want this now because I'm the boss" (which is a use of power that can result in intimidation), it is taught to communicate, "I need this report so I can close the audit on time."

When the "why" is explained and connected to a logical need, the request is legitimized.

The demand implies threat of punishment if it is not met; the legitimate request seeks collaboration.

Understanding this distinction is vital for leaders who wish to maintain authority without falling into authoritarianism.

Empathic Listening to Defuse Hostility

Many situations of verbal violence escalate because one party does not feel heard.

Empathic listening does not mean agreeing, but validating the other's emotion.

If an employee is upset, responding with bureaucratic coldness or sarcasm ("calm down, you're hysterical") is fuel for the fire and may constitute mistreatment.

The key skill is to "mirror" what the other person is saying. This validation technique reduces the immediate emotional tension, al