professionalism, 3 rd edition lydia e. anderson & sandra b. bolt © 2013 by pearson higher...

Professionalism, 3rd EditionLydia E. Anderson & Sandra B. Bolt

© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved

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 possible

2. Remain calm and unemotional

3. Be silent and listen

4. Try to view the disagreement from the other person’s perspective

5. Explain your position and offer a solution

6. 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




• 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




• 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

professionalism, 3 rd edition lydia e. anderson & sandra b. bolt © 2013 by pearson higher...

Documents