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 CONFLICT
Basic Rules
1.
2.
3.
4.
5.
6.
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
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 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
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
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.
2.
File formal harassment charges
Provide facts and names of witnesses
HARASSMENT
The Complaint Process
Complaint is filed
 Confidential investigation
occurs
 Share factual, documented
events
 Supervisor/HRM will render
an outcome

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
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

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 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
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




Coworker
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
Coworker
Immediate Supervisor
Human Resource
Department
Outside Agency or Private
Attorney
Figure 12-1
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 unionemployer conflict
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 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
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 grudges
We don’t have to like all our
colleagues, but we must
demonstrate professionalism and
show respect to them