Copyright © 2016, 2013, 2011 Pearson Education, Inc Conflict and Negotiation

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 2 PERSPECTIVE AGREEMENT RIGHTS

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 3 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 4 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 5 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 6 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?

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 7 RESOLVING CONFLICT Do not make conflict personal Avoid making assumptions about the individual and/or situation Clarify facts Be willing to resolve the issue

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 8 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 9 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 10 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 11 RESOLVING CONFLICT If the conflict negatively affects your performance: Document the offensive behavior Seek assistance within the company If necessary, seek outside assistance

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 12 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.

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 13 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 14 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 15 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 16 TALK IT OUT What prevents individuals from being assertive?

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 17 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 18 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 19 HARASSMENT The Complaint Process Complaint is filed Confidential investigation occurs Share factual, documented events Supervisor/HR will render an outcome

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 20 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 21 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 22 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.

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 23 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 24 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 25 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 26 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 Figure 12-1

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 27 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 28 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 29 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 30 TOPIC SITUATION Claudia Helps a Coworker TOPIC RESPONSE: Did Claudia handle the situation appropriately? Why or why not?

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 31 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 32 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 33 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

Copyright © 2016, 2013, 2011 Pearson Education, Inc. 34 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.