1. Dealing with Conflict chapter 12

2. Behaviors when dealing with a diversity of people: Passive Behavior Aggressive Behavior Passive-Aggressive Behavior Assertive Behavior

3. Passive, Assertive, and Aggressive Speakers: Passive speakers: Use self-limiting qualifying expressions without stating their position / needs Assertive speakers: State their position / needs without violating the rights of others Aggressive speakers: State their position / needs while violating the rights of others using “you-messages” and absolutes

4. Assertive Behavior Generally the most productive behavior Usually the most effective method of getting what you want while not taking advantage of others Being assertive can create a win-win situation

5. Assertiveness Steps Step 1. Set an Objective:  Specify what you want to accomplish Step 2. Determine how to create a win-win situation:  Assess the situation in terms of meeting your needs and the other person’s needs Step 3. Develop an assertive phrase(s) Step 4. Implement your plan persistently

6. Anger and Violence in the Workplace Human resources managers have reported increased violence between employees  Women commit nearly 25 percent of all threats or attacks Violence between outsiders and employees is increasing 1 million workers are assaulted every year Anger can lead to violence

7. Causes of Anger and Violence Intrapersonal causes:  e.g., frustration, stress, and fear Interpersonal unresolved conflicts Physical work environment:  e.g., space to work, noise, odors, temperature, ventilation, and color Hostile work environment

8. Dealing with Your Anger Use rational thinking Look for positives Look for the humor in the situation to help defuse the anger Use assertive behavior Develop a positive attitude about how you deal with anger Use an anger journal

9. Dealing with Anger of Others (1 of 2) Never make any type of putdown statement Don’t respond to anger and threats with the same behavior Don’t give orders or ultimatums Watch your nonverbal communication

10. Dealing with Anger of Others (2 of 2) Realize that anger is natural and encourage people to vent in appropriate ways Acknowledge the person’s feelings Get away from the person if necessary

11. Signs of Potential Violence Take verbal threats seriously Watch nonverbal communication Watch for stalking and harassment Watch for damage to property Watch for indications of alcohol and drug use Include the isolated employee Look for the presence of weapons or objects that might be used as weapons

12. Organizational Prevention of Violence (1 of 2) Train all employees to deal with anger and prevent violence  A written policy addressing workplace violence  Best preventive policy is a zero-tolerance policy Quick disciplinary action against employees who are violent at work Managers need to avoid using aggression at work

13. Organizational Prevention of Violence (2 of 2) Organizations can screen job applicants for past or potential violence Develop a good work environment that addresses the issues as causes of violence

14. Individual Prevention of Violence Look for escalating frustration and anger to defuse the situation before it becomes violent Never be alone with a potentially violent person  Never stand between the person and the exit  Know when to get away from the person Be aware of the organization’s policy for calling in security help Report any troubling incidents to security staff

15. Conflict Exists whenever two or more parties are in disagreement Is inherent in an organizational system Can increase as the workforce becomes more diverse Dealing with it is part of emotional intelligence

16. Reasons for Conflict Communications problems or conflicts arise for three primary reasons: 1.We fail to make our expectations known to other parties 2.We fail to find out the expectations of other parties 3.We assume that the other parties have the same expectations that we have

17. Conflict Has Benefits Conflict can be beneficial A balance of conflict is essential to all organizations Too little or too much conflict is usually considered a sign of management’s unwillingness or inability to adapt to a diversified environment Conflict can lead to improved performance, for example:  Challenging present methods  Presenting innovative change

18. Conflict Management Styles Exhibit 7.4

19. Summary of Conflict Management Styles Forcing Conflict Style: User attempts to resolve conflict by using aggressive behavior Avoiding Conflict Style: User attempts to passively ignore the conflict rather than resolve it Accommodating Conflict Style: User attempts to resolve conflict by passively giving in to the other party Compromising Conflict Style: User attempts to resolve the conflict through assertive give-and-take concessions Collaborating Conflict Style: User assertively attempts to jointly resolve the conflict with the best solution agreeable to all parties. The problem-solving style

20. Roles in Conflict Resolution Initiator Responder Mediator

21. Initiating Conflict Resolution Step 1. Plan to maintain ownership of the problem using the XYZ model Step 2. Implement your plan persistently Step 3. Make an agreement for change

22. The XYZ Model The XYZ model describes a problem in terms of behavior, consequences, and feelings: “When you do X (behavior), Y (consequences) happens, and I have Z (feelings).”

23. Responding to Conflict Resolution Step 1. Listen to and paraphrase the problem using the XYZ model Step 2. Agree with some aspect of the complaint Step 3. Ask for, and / or give, alternative solutions Step 4. Make an agreement for change

24. Mediating Conflict Resolution Step 1. Have each party state his or her complaint using the XYZ model Step 2. Agree on the problem(s) Step 3. Develop alternative solutions Step 4. Make an agreement for change and follow up

25. Your Personality and Interpersonal Dynamics (1 of 3) People with the same personality type tend to get along better and have less conflict than those with different personality types If you have a high surgency personality –  watch your use of the critical parent ego state  be sure to give lots of positive strokes to help human relations  be careful not to use aggressive behavior to get what you want

26. Your Personality and Interpersonal Dynamics (2 of 3) If you have a high agreeableness personality,  you tend to get along well with others  be careful not to use the sympathetic parent ego state  watch the appropriate use of the child ego state Adjustment – is about how well you deal with your emotions  especially anger

27. Your Personality and Interpersonal Dynamics (3 of 3) There is a relationship between adjustment and openness to experience  If you are not well adjusted, you are probably not open to experience If you are a high conscientious personality, you can still transact from the parent or child ego state