Pvxbx navigating conflict_in_a_politically_heated_workplace
- 1. Navigating Conflict in a Politically Heated Workplace Erin Brothers, Director of Consulting Services Purple Ink LLC
- 2. Goals for Today • Defining Conflict: The Good, The Bad, & The Ugly • Ground Rules to Conflict Resolution • Exploring the Platinum Rule: Treat Others the Way They Want to be Treated • Steps employers can take regarding politics and political discussion in the workplace • Four states of engagement
- 3. What is your initial thought when you hear the word conflict? Does conflict always have to be negative?
- 4. Let’s Define Conflict… • Serious disagreement • Dispute, quarrel, disagreement, squabble, dissension, antagonism • Prolonged struggle, war, campaign, battle • Clash, incompatibility • Come into disagreement
- 5. How can conflict be good? “Business is built by people who care—care enough to disagree, fight it out to a finish, get facts. When two men always agree, one of them is unnecessary.” (William Wrigley Jr.)
- 6. What makes conflict bad?
- 7. When Does Conflict Get Ugly? • Personal • Physical • Harassment/Toxic Environment • Psychological • Emotional • Bullying
- 8. Conflict and Work Culture - Facts • Managers are responsible for creating culture that encourages employees to be successful • Conflict must occur for work culture to move forward – no one escapes it • Conflict affects culture: If you don’t manage it, it will manage you! • Undermines leadership • Compromises morale • Diminishes productivity • Affects retention rates
- 9. Conflict and Work Culture - Facts • Worst case scenarios can be avoided by addressing conflict early • The best approach limits negative aspects and increases positive aspects of conflicts • Workplace strengths and personality assessments help curb conflict – How?
- 10. Conflict and Consequences of Politics in the Workplace • Divisiveness- Lack of cooperation leads to less effective workplace behavior. • Distraction- Passionate discussion of political issues keep employees from the task at hand, work!
- 11. Conflict and Consequences of Politics in the Workplace • Feuds- Discussion grows into ongoing difference of opinion that can split a workplace into opposing camps. • Disciplinary Action- Heated discussion can turn to accusations, claims of free speech, poor performance and discipline.
- 12. The Conflict Management Equation: 10 X 10 • 10% • Of the conflict is visible through observation • 90% is invisible to you • 10 X 10 • We imagine the issue as 10 X worse or • We imagine the solution as 10X more difficult • 10 X 10 = 100 Days • On average the time before management addresses conflict
- 14. Conflict Management – What’s Your Style? Assertiveness AssertiveUnassertive Cooperativeness Uncooperative Cooperative Competing Collaborating Compromising Avoiding Accommodating
- 15. Competing • Win – Lose Approach – win at the expense of the other party • Highly assertive and uncooperative • May be appropriate for emergencies or if time is of the essence & you need quick, decisive action, but only if others are aware of and support the approach.
- 16. Avoiding • Not helping the other party nor yourself. • Highly unassertive & uncooperative • Not a good long term strategy or solution – “Hope is not a strategy!” • Might be a good idea if the issue is trivial
- 18. Accommodating • Cooperate with others at your own expense • Highly unassertive; highly cooperative • Acknowledge when they made a mistake • Put relationships first, ignore issues, try to keep peace • Can be effective when the other party is the expert or has a better solution
- 19. Compromising • Try to find fast, mutually acceptable solutions to conflicts that partially satisfy both parties • Lose – neither party really achieves what they want • Moderately assertive & cooperative • Good for temporary solutions or when both sides have equally important goals.
- 21. Collaborating • Can achieve a “win – win” • Highly assertive and cooperative • Can require a lot of time, resources, energy, high degree of trust, an ability to reach a consensus after synthesizing all ideas presented. • Effective for solving complex issues.
- 22. And the Winner Is… There is no BEST way to handle conflict. Each conflict is different and requires a different response. As a society, we teach: “Two heads are better than one.” (Collaborating) “Kill your enemies with kindness.” (Accommodating) “Split the difference.” (Compromising) “Leave well enough alone.” (Avoiding) “Might makes right.” (Competing)
- 23. Are You CREATING Conflict? …by treating others how you want to be treated?
- 24. The Golden Rule Treat others as YOU would like to be treated
- 25. The Golden Rule Treat others as YOU would like to be treated Platinum THEY
- 26. Create a Platinum Plan 1. Treat others as they want to be treated 2. Invite “conflict” EARLY on Ask “what if?”, Plant the idea Seek other viewpoints Shift your view 3. Use a process
- 27. Create a Platinum Plan 1. Schedule a meeting 2. Set ground rules 3. Describe individual conflicts; focus on problems, not people 4. Restate, summarize, & obtain agreement 5. Brainstorm solutions 6. Summarize options & agree on next steps 7. Thank participants
- 28. Leadership Conflict • John has been the Banking Manager for over a year. His client feedback shows a growth in deposits and he seems to know how to motivate his staff pretty well. • A few staff repeatedly complain about John’s management style. He tends to get very involved with their techniques, calls them out when he thinks they are making a mistake, and doesn’t take criticism himself very well. • One of the top producing staff members complains more than the others, and he is threatening to quit.
- 29. Workstyle Conflict • Ashlee and James work in accounting. James was hired a few months ago and Ashlee has been with the company eight years. • James, while being proficient, tends to wait until the last minute to get his work done. Ashlee works more steadily and keeps on top of work daily. Ashlee complains that she has to worry about his work and her own. And, she is uncomfortable with waiting until an hour or so before a deadline when they are forced to collaborate. • Because of the conflict, James is missing work and you suspect it’s because he wants to avoid Ashlee and her wrath.
- 30. Political Conflicts • Susan and Louise work in payroll. Susan is a strong conservative who always votes Republican. Louise is a professed liberal who feels that anyone on the right is closed-minded. • Both women try to avoid discussing politics, but they know the other’s feelings on current events and at times there is palpable tension. • Susan comes to work and hangs a “Make America Great Again” sign in her cubicle, and Louise decides she has had enough. She feels this action is alienating and hostile. • She is threatening to not only quit, but to sue the company.
- 31. Practice • Conflict can be uncomfortable – the more you practice the more comfortable you’ll feel • Write your key talking points – stay on track • Document the meeting if needed
- 32. Practice Politics in the Workplace • Discussion Is Key • Emphasize Employees’ sense of purpose • Establish infrastructure to learn, talk and understand
- 33. Steps To Take Around Political Discussions • Monitor the workplace leading up to an election and be responsive to questions or concerns. • Remind employees of non-solicitation policies that prohibit all forms of solicitation — including campaigning — during work. • Electronic communications policies including your company’s computer system, its internet, IM and text messaging, is for business use. • Remind managers and supervisors to avoid initiating political conversations with their employees.
- 34. Steps To Take Around Political Discussions • Advise employees that all workplace speech should be respectful and tolerant of others’ views. • Do not press employees to vote for a particular candidate. • Review state laws regarding employee political expression and voting leave. • Seek legal counsel before disciplining any employee for political activities, including missing work to vote.
- 35. Steps To Take Around Political Discussions • Communicate with managers regularly during campaign and election season so they understand the importance of a respectful, politically- neutral work environment. • Brace yourself as an employer to the “First Amendment” and claims of “infringement on my Constitutional rights.” • Be sensitive to potential discrimination, harassment and retaliation.
- 37. State 1: I’m not happy in my work, regardless of the culture
- 38. State 2: I’m comfortable in my work, it’s safe, but not positive.
- 39. State 3: I’m comfortable in my work and the culture is positive.
- 40. State 4: I feel JoyPowered™ in my workplace!
- 41. Wrapping Up • The Good, The Bad, The Ugly of Conflict and Types of Conflict Resolution • The Platinum Rule and Platinum Plan • Politics and Political Discussion in the Workplace • 4 States of Engagement