Chapter 12

Conflict and Negotiation

“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

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

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

RESOLVING CONFLICT

Do not make conflict personal Avoid making assumptions about the

individual and/or situation Clarify facts Be willing to resolve the issue

RESOLVING CONFLICTBasic Rules

1. Resolve in person when possible2. Remain calm and unemotional3. Be silent and listen4. Try to view the disagreement from

the other person’s perspective5. Explain your position and offer a

solution6. Come to a solution

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

RESOLVING CONFLICT

Basic concepts to deal with conflict:Only you can control your responseDo not let feelings dictate actionsAttempt to resolve conflict immediatelyAccept responsibility for actionsApologize if necessaryRetaliation is not the answerKeep your conflict issues confidential

RESOLVING CONFLICT

• If the conflict negatively affects your performance:• Document the offensive behavior• Seek assistance within the company• If necessary, seek outside

assistance

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

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

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

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

TALK IT OUT

How can you become more assertive?

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

HARASSMENTIf 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 charges2. Provide facts and names of witnesses

HARASSMENTThe Complaint Process

Complaint is filed Confidential investigation

occurs Share factual, documented

events Supervisor/HRM will render an

outcome

HARASSMENTEmployee 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

HARASSMENTBe 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

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

WORKPLACE BULLIESDealing 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

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

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 Coworker

Figure 12-1

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

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

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

WORKPLACE VIOLENCEWarning 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

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

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 grudgesWe don’t have to like all our

colleagues, but we must demonstrate professionalism and

show respect to them