Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved Chapter 12 Conflict and Negotiation

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved “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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved RESOLVING CONFLICT Do not make conflict personal Avoid making assumptions about the individual and/or situation Clarify facts Be willing to resolve the issue

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved RESOLVING CONFLICT If the conflict negatively affects your performance: Document the offensive behavior Seek assistance within the company If necessary, seek outside assistance

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved TALK IT OUT How can you become more assertive?

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved HARASSMENT If 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 charges 2. Provide facts and names of witnesses

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved HARASSMENT The Complaint Process Complaint is filed Confidential investigation occurs Share factual, documented events Supervisor/HRM will render an outcome

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved WORKPLACE BULLIES Dealing 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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 Figure 12-1

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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

Professionalism, 3 rd Edition Lydia E. Anderson & Sandra B. Bolt © 2013 by Pearson Higher Education, Inc Upper Saddle River, New Jersey All Rights Reserved 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