Abstract The frequency, intensity, and duration of uncivil behavior should be a concern to leaders in any organization. All too often seemingly isolated, subtle uncivil incidents (e.g., instigating a joke) can lead to patterns of uncivil behavior (e.g., bullying) and even physical violence. Each is a form of aggressive behavior. Inasmuch as uncivil behavior is linked to poorer individual-(e.g., job performance) and organizational-level (e.g., costs) outcomes, human resource development (HRD) is increasingly being called to implement useful strategies for dealing effectively with this vital workplace issue. The article traces the more subtle forms of uncivil behavior that tend to be ambiguous in intent to more intentional forms of uncivil behavior, that is, bullying and physical violence. The article suggests that HRD can make a strong, positive contribution to reducing the likelihood of uncivil behaviors, which in turn can play a meaningful role in increasing the success of the organization. Finally, a summary of the eight articles are presented that comprise this issue
