1. 12 Conflict and Negotiation

2. PERSPECTIVE
AGREEMENT
RIGHTS

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

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

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

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?

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

8. RESOLVING CONFLICT Basic Rules
Resolve in person when possible
Remain calm and unemotional
Be silent and listen
Try to view the disagreement from the other person’s perspective
Explain your position and offer a solution
Come to a solution

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

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

11. RESOLVING CONFLICT
If the conflict negatively affects your performance:
Document the offensive behavior
Seek assistance within the company
If necessary, seek outside assistance

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.

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

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

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

16. TALK IT OUT
What prevents individuals from being assertive?

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

18. HARASSMENT If You Are a Victim
Minor offensive behavior—tell individual you are offended and ask them to stop
- Document action
If behavior continues or is extremely inappropriate, immediately contact supervisor or HR department
- File formal harassment charges
- Provide facts and names of witnesses

19. HARASSMENT The Complaint Process
Complaint is filed
Confidential investigation occurs
Share factual, documented events
Supervisor/HR will render an outcome

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

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

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.

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

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

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

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
Coworker
Coworker
Immediate Supervisor
Human Resource Department
Outside Agency or Private Attorney
Figure 12-1

27. 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

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

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

30. TOPIC SITUATION Claudia Helps a Coworker
TOPIC RESPONSE: Did Claudia handle the situation appropriately? Why or why not?

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

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

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

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.