chapter 12 conflict and negotiation. “whenever you’re in conflict with someone, there is one...
TRANSCRIPT
“Whenever you’re in conflict with someone, there is one factor that can make the
difference between damaging your relationship and
deepening it. The factor is attitude.”
William James
OBJECTIVES
Define conflict and its impact on performance Name and describe the various conflict
management styles and the appropriate time to utilize each one
Describe the process and purpose of negotiation Define the various forms of workplace
harassment Identify resources available to employees who
are confronted with workplace harassment Describe how to deal with a hostile work
environment or a workplace bully Name warning signs of workplace violence
CONFLICT
Conflict: disagreement or tension between two or more parties (individuals or groups) A perceived threat to one’s needs,
interests, or concerns Individuals are looking at a situation
from different perspectives
RESOLVING CONFLICT
Do not make conflict personal Avoid making assumptions about the
individual and/or situation Clarify facts Be willing to resolve the issue
RESOLVING CONFLICTBasic Rules
1. Resolve in person when possible2. Remain calm and unemotional3. Be silent and listen4. Try to view the disagreement from
the other person’s perspective5. Explain your position and offer a
solution6. Come to a solution
RESOLVING CONFLICT
Emotions make it difficult to logically resolve an issue Remain calm and unemotional Acknowledge hurt feelings or anger Do not let the anger or hurt dominate
your response Look for facts and feelings Identify where communication broke
down
RESOLVING CONFLICT
Basic concepts to deal with conflict:Only you can control your responseDo not let feelings dictate actionsAttempt to resolve conflict immediatelyAccept responsibility for actionsApologize if necessaryRetaliation is not the answerKeep your conflict issues confidential
RESOLVING CONFLICT
• If the conflict negatively affects your performance:• Document the offensive behavior• Seek assistance within the company• If necessary, seek outside
assistance
CONFLICT MANAGEMENT AND NEGOTIATION
Forcing conflict management style: deals with issue directly, trying to get your way
Avoiding conflict management style: offense is ignored
Accommodating conflict management style: allow other party to have his/her way without knowing there was a conflict
CONFLICT MANAGEMENT AND NEGOTIATION (Cont.)
Compromising conflict management style: both parties give up something of importance to arrive at a mutually agreeable solution
Collaborating conflict management style: both parties work together to arrive at a solution without having to give up something of value
CONFLICT MANAGEMENT AND NEGOTIATION
Negotiation: creating a solution that is fair to all involved parties
Mediator: a neutral third party that helps resolve a conflict
Both sides come to an agreement if both parties: Want to resolve an issue Agree on an objective Honestly communicate their case/situation Listen to the other side Work toward a mutually beneficial common
solution
CONFLICT MANAGEMENT AND NEGOTIATION
Assertive behavior: standing up for your rights without violating the rights of others
Passive behavior: consistently allowing others to have their way, avoiding conflict
Aggressive behavior: standing up for your rights in a way that violates others’ rights
HARASSMENT
Sexual Harassment: offensive, humiliating, or intimating behavior
Types of sexual harassment: Quid pro quo: payback for a sexual favor Hostile behavior: any behavior of a sexual
nature that is offensive Harassment can occur between:
Boss/employee Man/woman Woman/woman Man/man
HARASSMENTIf You Are a Victim
1. Minor harassment—tell individual you are offended and ask them to stop
1. Document action
2. If behavior continues or is extreme, immediately contact supervisor or HRM department
1. File formal harassment charges2. Provide facts and names of witnesses
HARASSMENTThe Complaint Process
Complaint is filed Confidential investigation
occurs Share factual, documented
events Supervisor/HRM will render an
outcome
HARASSMENTEmployee Rights
Harassment Free Workplace Equal Employment Opportunity
Commission (EEOC) - federal agency Department of Fair Employment and
Housing - state agency Employee unions Unlawful to retaliate against anyone
who files a claim, even if claim is without merit
HARASSMENTBe Aware of Employer Actions
Harassment policies Harassment training Report inappropriate behavior An employer cannot help you if
he or she is not aware of the problem
WORKPLACE BULLIES
Workplace Bullies: employees who are behaving in an offensive, humiliating, or intimating manner Workplace incivility Bullying and incivility are inappropriate
in the workplace
WORKPLACE BULLIESDealing with a Bully
Do not retaliate with poor behavior Document dates, words, and witnesses Share factual documentation with boss or
HRM department and file a formal complaint
If company fails to deal with situation in a reasonable time and manner, seek outside assistance
KNOW YOUR RIGHTS
Legal right to work in an environment free from harassment, discrimination, and hostility
Share concerns with supervisor and exhaust internal remedies before going to government agencies: State’s Department of Fair Employment and
Housing Equal Employment Opportunity Commission State Personnel Board Department of Labor/Labor Commission Department of Justice
RESOLVING CONFLICT AT WORK
Resolve directly with other individual
If unresolved, inform immediate supervisor
If situation worsens, formally file a complaint with the HRM department
Seek assistance from an outside source
Immediate Supervisor
Human Resource Department
Outside Agency or Private Attorney
Coworker Coworker
Figure 12-1
Union Terms: Shop Steward: a coworker who is
very familiar with the union contract and procedures available to assist you in resolving a workplace conflict
Grievance: a problem or conflict that occurs in a unionized workplace
Grievance Procedure: formal process of resolving a union-employer conflict
CONFLICT UNDER A UNION AGREEMENT
CONFLICT UNDER A UNION AGREEMENT
Union exists to protect employee rights Refer to union contract Confer with shop steward If there is a violation of policy, a formal
grievance is filed Employee, steward, and supervisor
meet If unresolved, a union official will meet
with the HRM department If unresolved, attorneys from both sides
(union and employer) will meet
WORKPLACE VIOLENCE
A result of unresolved conflict Includes any kind of harassing or
harmful behavior (verbal or physical) Workplace violence can come from:
Coworkers Bosses Customers Family
WORKPLACE VIOLENCEWarning Signs
Be aware of your surroundings Keep work area and access well-lit Request an escort to your car if
necessary Keep emergency phone numbers
posted in visible areas Report suspicious behavior or
situations It is better to be safe than sorry
WORKPLACE VIOLENCE
Employee Assistance Program (EAP): a benefit offered by many employers that provide free and confidential psychological, financial, and legal advice If you are experiencing a stressful
situation at work or home, take advantage of this benefit