Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT AND NEGOTIATION Chapter 12

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt “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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT  Conflict: disagreement or tension between two or more parties (individuals or groups) –Individuals are looking at a situation from different perspectives Different perspectives mean a diversity of thought

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT A Breakdown in Communication Attitude, maturity, and self-confidence determine how an individual deals with conflict Anger and retaliation are common reactions No one wins when people respond in anger Behave in a logical, mature manner

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT When Dealing with Conflict 1. Remain calm and unemotional 2. Be silent and listen 3. Try to see the disagreement from the other person’s perspective 4. Explain your position and offer a solution 5. Come to a solution

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT Anger and Emotions 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 Identify where communication broke down

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT When Dealing with Conflict You are the only one who can control your response Do not let feelings dictate actions Attempt to resolve conflict immediately Accept responsibility for actions Apologize if necessary

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT When Dealing with Conflict (cont.) Retaliation (getting even) is not the answer Keep conflict issues confidential Document offensive or inappropriate behavior Seek company assistance in resolving the issue If an internal remedy cannot be reached, seek outside assistance

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT MANAGEMENT STYLES 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT MANAGEMENT STYLES (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 ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT MANAGEMENT STYLES 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt CONFLICT MANAGEMENT STYLE 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt TALK IT OUT How can you become more assertive?

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt HARASSMENT  Sexual Harassment: unwanted advances of a sexual nature Types of sexual harassment: –Quid pro quo: reciprocity or payback for 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 ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt HARASSMENT If You Are a Victim 1. Minor harassment—tell 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt HARASSMENT The Complaint Process Complaint is filed Confidential investigation occurs Share factual, documented events Supervisor/HRM will render an outcome

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt HARASSMENT Employee 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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 ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt WORKPLACE BULLIES Workplace Bullies: employees who are consistently rude and unprofessional –Workplace incivility –Bullying and incivility are inappropriate in the workplace

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt WORKPLACE BULLIES Dealing with a Bully Do not retaliate with poor behavior Remain calm and unemotional Document dates, words, and witnesses Share factual documentation with boss or HRM department File formal complaint If company fails to deal with situation in a reasonable time and manner, seek outside assistance

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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 ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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 ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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 ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt WORKPLACE VIOLENCE 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 ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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

Copyright ©2011 by Pearson Education, Inc. publishing as Pearson [imprint] Professionalism: Skills for Workplace Success, 2/e Lydia E. Anderson Sandra B. Bolt 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 them