Conflict and Negotiation

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Chapter 12

• Conflict and Negotiation

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• Whenever youre 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

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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

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CONFLICT

• Conflict disagreement or tension between two or
  more parties (individuals or groups)
• A perceived threat to ones needs, interests, or
  concerns
• Individuals are looking at a situation from
  different perspectives

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RESOLVING CONFLICT

• Do not make conflict personal
• Avoid making assumptions about the individual
  and/or situation
• Clarify facts
• Be willing to resolve the issue

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RESOLVING CONFLICTBasic 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
   persons perspective
5. Explain your position and offer a solution
6. Come to a solution

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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

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RESOLVING CONFLICT

• Basic concepts to deal with 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

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RESOLVING CONFLICT

• If the conflict negatively affects your
  performance
• Document the offensive behavior
• Seek assistance within the company
• If necessary, seek outside assistance

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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

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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

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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

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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

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TALK IT OUT

• How can you become more assertive?

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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

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HARASSMENTIf You Are a Victim

1. Minor harassmenttell individual you are offended
   and ask them to stop
2. Document action
3. If behavior continues or is extreme, immediately
   contact supervisor or HRM department
4. File formal harassment charges
5. Provide facts and names of witnesses

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HARASSMENTThe Complaint Process

• Complaint is filed
• Confidential investigation occurs
• Share factual, documented events
• Supervisor/HRM will render an outcome

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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

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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

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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

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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

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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
• States Department of Fair Employment and Housing
• Equal Employment Opportunity Commission
• State Personnel Board
• Department of Labor/Labor Commission
• Department of Justice

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RESOLVING CONFLICT AT WORK
Coworker
Coworker

• 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

Figure 12-1
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CONFLICT UNDER A UNION AGREEMENT

• 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

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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

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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

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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

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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

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AGREE TO DISAGREE

• Conflict frequently cant be avoided
• Apologize if you are wrong
• Forgive if you have been harmed
• Mature coworkers are willing to forgive and not
  hold grudges
• We dont have to like all our colleagues, but we
  must demonstrate professionalism and show respect
  to them