Professionalism

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UnitIV_ch1212.pdf

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12 Conflict and

Negotiation

PERSPECTIVE AGREEMENT

RIGHTS

After studying these topics, you will benefit by:

• Understanding conflict and how best to respond

to conflict at work

• Explaining the various conflict management

styles and their appropriate application

• Defining negotiation and applying negotiation

techniques

• Identifying harassment and workplace bullying

and demonstrating how to respond

After studying these topics, you will benefit by (cont.):

• Stating employee rights in the workplace

• Demonstrating how to resolve conflict in both a

union and non-union environment

• Recognizing warning signs and proactive steps

to take against 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

• No workplace is without conflict

TOPIC SITUATION

Luis as a Team Leader

TOPIC RESPONSE:

How did Luis mishandle the situation?

What assumptions did Luis make about Anthony?

How should Luis correct the situation?

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 CONFLICT

Basic Rules

1. Resolve in person when possible

2. Remain calm and unemotional

3. Be silent and listen

4. Try to view the disagreement from the other

person’s perspective

5. Explain your position and offer a solution

6. 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 workplace

conflict:

– Only you can control your response

– Do not let feelings dictate actions

– Attempt to resolve conflict immediately

– Accept responsibility for actions

– Apologize if necessary

– Retaliation is not the answer

– Keep 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: attempts to

make the other party do things your way

• Avoiding conflict management style: used

when you do not want to deal with the conflict, so

the offense is ignored

• Accommodating conflict management style:

The other party has his/her way without knowing

there was a conflict. Used when preserving the

relationship is a priority.

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

• 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

• Passive behavior: consistently allowing others to have their way, avoiding conflict

• Assertive behavior: standing up for your rights without violating the rights of others

• Aggressive behavior: standing up for your rights in a way that violates others’ rights

TALK IT OUT

What prevents individuals from being

assertive?

HARASSMENT

 Harassment: offensive, humiliating, or intimidating behavior

 Sexual Harassment: unwanted advances of a sexual nature

• 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

HARASSMENT

If You Are a Victim

1. Minor offensive behavior—tell individual you

are offended and ask them to stop

- Document action

2. If behavior continues or is extremely

inappropriate, immediately contact supervisor

or HR department

- File formal harassment charges

- Provide facts and names of witnesses

HARASSMENT

The Complaint Process

• Complaint is filed

• Confidential investigation occurs

• Share factual, documented events

• Supervisor/HR will render an outcome

HARASSMENT

Employee Rights

• Zero Tolerance

• 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

HARASSMENT

Be 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

TOPIC SITUATION

Katie’s Tattoo

TOPIC RESPONSE:

Who was right and wrong in the situation between

Katie and Raj?

Whose rights were violated?

If you were Katie, should you have handled the

situation differently? Why or why not?

If you were Raj, what would you have done

differently? Justify your answer.

WORKPLACE BULLIES

• Workplace Bullies: employees who are

behaving in an offensive, humiliating, or

intimidating manner

– Workplace incivility

– Bullying and incivility are inappropriate in the

workplace

WORKPLACE BULLIES

Dealing with a Bully

• Do not retaliate with poor behavior

• Document dates, words, and witnesses

• Share factual documentation with boss or

HR 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 HR 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 HR 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

TOPIC SITUATION

Claudia Helps a Coworker

TOPIC RESPONSE:

Did Claudia handle the situation appropriately?

Why or why not?

WORKPLACE VIOLENCE

• Employee Assistance Program (EAP): a

benefit offered by many employers that provides

free and confidential psychological, financial,

and legal advice

– If you are experiencing a stressful situation at work

or home, take advantage of this benefit

WORKPLACE VIOLENCE

Look Out for Warning 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

AGREE TO DISAGREE

• Conflict frequently can’t be avoided

• Apologize if you are wrong

• Forgive if you have been harmed

• Mature coworkers are willing to forgive and not

hold grudges

We don’t have to like all our colleagues, but

we must demonstrate professionalism and

show respect to everyone

THINK ABOUT IT

Identify grudges you have held or people you

need to forgive. Make a point of resolving one of

those issues within the next week.