BUSN Chapter 12
Terms in this set (21)
disagreement or tension between two or more parties (individuals or groups). This disagreement or tension is the result of a perceived threat to one's needs, interests, or concerns. The perceived threat is often based on an individual jumping to conclusions or making assumptions. We generally do not experience major conflict with those of whom we have positive relationships because we are not threatened by these individuals. When we are working with individuals we either do not know or do not have favorable relationships with, we may feel threatened and become defensive when they have different perspectives than ours. Although conflict at work cannot be avoided, you can control your reaction to the conflict.
rules for dealing with conflict
• Whenever possible, resolve the conflict in person. • 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.
conflict management styles 174
forcing, avoiding, accommodating, compromising, or collaborating.
forcing conflict management style
attempts to make the other party do things your way. The other party has no say whatsoever. This style deals directly with the issue. When using this style, remain calm and unemotional and do not turn the discussion into an argument. Your goal is to provide your solution to the problem while communicating that the inappropriate behavior is unacceptable.
avoiding conflict management style
is used when you do not want to deal with the conflict, so you ignore the offense. Sometimes we avoid a conflict because the offense is not a big enough deal to upset others. Other times, we avoid the conflict because we are not strong or confident enough to stand up for our rights. Although it is perfectly appropriate to ignore a conflict at times, do stand up for your rights when necessary.
accommodating conflict management style
allows the other party to have his or her way without the other party knowing there was a conflict. You cooperate when preserving the relationship is a priority.
compromising conflict management style
occurs when both parties give up something of importance to arrive at a mutually agreeable solution to the conflict.
collaborating conflict management style
both parties work together to arrive at a solution without having to give up something of value.
When faced with conflict, your goal is to create a dialog with other involved parties in an effort to create a solution that is fair to all. This is called negotiation. Negotiation is not only a critical element of conflict management, it is also a healthy part of common workplace activities, including salary and job assignments.
if you consistently allow others to have their way. Although it is acceptable to use passive behavior at times, there are appropriate times to use assertive behavior.
is when you stand up for your rights without violating the rights of others. This is done by displaying confidence and not being ashamed to defend your position by sharing your concerns in an inoffensive manner. Professionals behave in an assertive manner, not in an aggressive manner.
stand up for their rights in an offensive way that violates others' rights. Others do not have to be harmed or put down for you to be heard or to have your way. When aggressive behavior is exhibited, someone loses.
Offensive, humiliating, or intimidating behavior
-human resource department is your advocate in cases of workplace harassment. There are various anti-discrimination laws that protect individuals from harassing behavior. One of the most common forms of workplace harassment is sexual harassment.
unwanted advances of a sexual nature.
two types of sexual harassment
quid pro quo and hostile behavior.
quid pro quo harassment
behavior that is construed as payback for a sexual favor (e.g., you sleep with your boss and the boss gives you a raise in return). The EEOC states that quid pro quo harassment can include "verbal, visual or physical conduct of a sexual nature."
hostile behavior harassment
includes any behavior by another employee that is of a sexual nature that you find offensive. The EEOC 175176states this behavior can include "verbal slurs, physical contact, offensive photos, jokes, or any other offensive behavior of a sexual nature."
If you are a victim of harassment, take the following steps: 176
1. If the behavior is offensive but relatively minor, tell the individual that his or her behavior is offensive and ask him or her to stop. Document the conversation in your personal notes. Include the date, the time, and any witnesses to the incident. 2. If the behavior continues or if the behavior is extremely inappropriate and/or outrageously offensive, immediately contact your supervisor or human resource department. Tell the person you contact what happened, that you are offended by the harassing behavior, and that you want to file harassment charges. Provide facts and names of anyone who witnessed the offensive behavior.
An employee who behaves in an offensive, humiliating, or intimating manner
-are intentionally rude and unprofessional to coworkers. They seek ways to intimidate or belittle coworkers
If you experience workplace bullying: 177
• Do not retaliate with the same bad behavior. Remain calm and unemotional. The goal of a bully is to see that he or she has upset you. Though it is tempting to seek sympathy from coworkers, keep the issue confidential. • Document dates, words used, and witnesses of the inappropriate behavior. • Share the factual and documented information with your boss or human resource department and file a formal complaint. • If you think your company has not appropriately resolved the issue in a reasonable time and manner, seek outside assistance. This assistance can come from a union, a counselor or mental health professional, a state or federal agency, or a private attorney.
resolving conflict 179
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