MODULE 3: RELATIONSHIPS
CHAPTER TWELVE: CONFLICT AND NEGOTIATION
OBJECTIVES
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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
OUTLINE
1. CONFLICT
a) Disagreement or tension between two or more parties (individuals or groups)
i) A perceived threat to one’s needs, interests, or concerns
ii) Individuals are looking at a situation from different perspectives
2. RESOLVING CONFLICT
a) Do not make conflict personal
b) Avoid making assumptions about the individual and/or situation
c) Clarify facts
d) Be willing to resolve the issue
e) Basic rules for resolving conflict
i) Resolve in person when possible
ii) Remain calm and unemotional
iii) Be silent and listen
iv) Try to see the disagreement from the other person’s perspective
v) Explain your position and offer a solution
vi) Come to a solution
f) Emotions make it difficult to logically resolve the issue
i) Remain calm and unemotional
ii) Acknowledge hurt feelings or anger
iii) Do not let the anger or hurt dominate your response
iv) Look for facts
v) Identify where communication broke down
g) When dealing with conflict
i) You are the only one who can control your response
ii) Do not let your feelings dictate your actions
iii) Attempt to resolve conflict immediately
iv) Accept responsibility for your actions
v) Apologize if necessary
vi) Retaliation (getting even) is not an option
vii) Keep conflict issues confidential
h) If the conflict negatively affects your performance
i) Document offensive or inappropriate behavior
ii) Seek company assistance in resolving the issue
iii) If an internal remedy cannot be reached, seek outside assistance
3. CONFLICT MANAGEMENT AND NEGOTIATION
a) Forcing conflict management style—deals with issue directly, trying to get your
way
b) Avoiding conflict management style—offense is ignored
c) Accommodating conflict management style-allow other party to have his/her
way without knowing there was a conflict
d) Compromising conflict management style—both parties give up something of
importance to arrive at a mutually agreeable solution
e) Collaborating conflict management style—both parties work together to arrive
at a solution without having to give up something of value
f) Negotiation—creating a solution that is fair to all involved parties
g) Mediator—a neutral third party that helps resolve a conflict
h) Both sides come to an agreement if both parties:
i) Want to resolve an issue
ii) Agree on an objective
iii) Honestly communicate their case/situation
iv) Listen to the other side
v) Work toward a mutually beneficial common solution
i) Assertive behavior—standing up for your rights without violating the rights of
others
j) Passive behavior—consistently allowing others to have their way, avoiding
conflict
k) Aggressive behavior—standing up for your rights in a way that violates others’
rights
TALK IT OUT: How can you become more assertive?
4. HARASSMENT
a) Sexual harassment is offensive, humiliating, or intimating behavior
b) Types of sexual harassment
i) Quid pro quo—reciprocity or payback for sexual favor
ii) Hostile workplace—any behavior of a sexual nature that is offensive
c) Harassment can occur between:
i) Boss and employee
ii) Man and woman
iii) Woman and woman
iv) Man and man
d) If you are a victim of harassment:
i) If offensive but minor, tell the individual you are offended and ask him or
her to stop
(1) Document the action
ii) If the behavior continues or the behavior is extreme, immediately contact
supervisor or HRM department
(1) File harassment charges
(2) provide facts and names of witnesses
e) The complaint process:
i) Complaint is filed
ii) Confidential investigation
iii) Document events
iv) Supervisor/HRM will render an outcome
f) Employee rights:
i) Harassment-free workplace
ii) Equal Employment Opportunity Commission (EEOC)—federal
iii) Department of Fair Employment and Housing—state
iv) Employee unions
v) Unlawful to retaliate against anyone who files a claim, even if claim is
without merit
g) Harassment—be aware of employer actions
i) Harassment policies
ii) Harassment training
iii) Report inappropriate behavior
iv) An employer cannot help you if he or she is not aware of the problem
5. WORKPLACE BULLIES
a) Bullies—employees who are consistently rude and unprofessional
b) Workplace incivility
c) Bullying and incivility are inappropriate in the workplace
d) Dealing with a bully
i) Do not retaliate with poor behavior
ii) Remain calm and unemotional
iii) Document dates, words, and witnesses
iv) Share factual documentation with boss or HRM department
v) File a formal complaint
vi) If company fails to deal with situation in a reasonable time and manner,
seek outside assistance
6. KNOW YOUR RIGHTS
a) Legal right to work in an environment free from harassment, discrimination,
and hostility
b) Share concerns with supervisor and exhaust all internal remedies before going
to Government agencies
i) State’s Department of Fair Employment and Housing
ii) Employment Opportunity Commission
iii) State Personnel Board
iv) Department of Labor
v) Department of Justice
7. RESOLVING CONFLICT AT WORK
a) Resolve directly
b) If unresolved
i) Inform immediate supervisor
ii) Formally file a complaint with the HRM department
iii) Seek assistance from an outside source
8. RESOLVING CONFLICT UNDER A UNION AGREEMENT
a) Union Terms
i)
Shop Steward—a coworker who is vary familiar with the union contract
and procedures available to assist you in resolving a workplace conflict
ii) Grievance—a problem or conflict that occurs in a unionized workplace
iii) Grievance Procedure—formal process of resolving a union-employer
conflict
b) Union exists to protect employee rights
i) Refer to union contract
ii) Confer with shop steward
iii) If there is a violation of policy, a formal grievance is filed
iv) Employee, steward, and supervisor meet
v) If unresolved, a union official will meet with the HRM department
vi) If unresolved, attorneys from both sides (union and employer) will meet
9. WORKPLACE VIOLENCE
a) A result of unresolved conflict
b) Includes any kind of harassing or harmful behavior (verbal or physical)
c) Workplace violence can come from:
i) Coworker
ii) Boss
iii) Customer
iv) Family member
d) Warning signs
i) Be aware of your surroundings
ii) Keep work area and access well lit
iii) Request an escort to your car if necessary
iv) Keep emergency phone numbers posted in visible areas
v) Report suspicious behavior or situations
vi) It is better to be safe than sorry
e) Employee Assistance Program (EAP)—a benefit offered by many employers
that provide free and confidential psychological, financial, and legal advice
i) If you are experiencing a stressful situation at work or home, take
advantage of this benefit
10. AGREE TO DISAGREE
a) Conflict frequently can’t be avoided
b) Apologize if you are wrong
c) Forgive if you have been harmed
d) Mature coworkers are willing to forgive and not hold grudges
e) We do not have to like all our colleagues, but we must always demonstrate
professionalism and respect