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Chapter 12 Conflict and Negotiation. “Whenever you’re in conflict with someone, there is one factor that can make the difference between damaging your.

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Presentation on theme: "Chapter 12 Conflict and Negotiation. “Whenever you’re in conflict with someone, there is one factor that can make the difference between damaging your."— Presentation transcript:

1 Chapter 12 Conflict and Negotiation

2 “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

3 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

4 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

5 RESOLVING CONFLICT  Do not make conflict personal  Avoid making assumptions about the individual and/or situation  Clarify facts  Be willing to resolve the issue

6 RESOLVING CONFLICT Basic 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

7 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

8 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

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

10 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

11 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

12 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

13 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

14 TALK IT OUT How can you become more assertive?

15 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

16 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. File formal harassment charges 2. Provide facts and names of witnesses

17 HARASSMENT The Complaint Process  Complaint is filed  Confidential investigation occurs  Share factual, documented events  Supervisor/HRM will render an outcome

18 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

19 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

20 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

21 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

22 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

23 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 Figure 12-1

24  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

25  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

26 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

27 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

28 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

29 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

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