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Strategies for resolving conflict, anger, and bullying behaviours in the workplace
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Opportunities 2010 Conference
By Julie Christiansen
Leverage U
www.angersolution.com
Take this little self-test and find out!
If negativity is a weed, what makes it grow?
“There are no bad people; only bad systems.” ~ Stephen Covey
The belief that if you get what you want, I can’t get what I want
Belief is the basis of action, which determines your outcomes!
Internal PerceptionsExternal Perceptions
Let’s examine this further…
The bullying of academics follows a pattern of horrendous, Orwellian elimination rituals, often hidden from the public. Despite the anti-bullying policies (often token), bullying is rife across campuses, and the victims often pay a heavy price. (Bullied Academics Blog, 2009)
Workplace Harrassment: “engaging in a course of vexatious comment or conduct… that is known to be unwelcome”
Workplace Violence: “to use or attempt to use physical force that could cause physical injury” AND/OR
…“a statement or behaviour that is reasonable to interpret as a threat to use physical force that could cause physical injury…” (Bill C-168, 1.1 a,b,c)
Prepare a policy with respect to workplace violence AND workplace harassment
Review the policies at least annually, but as often as necessary
Policies MUST be in written form and be posted at a conspicuous place in the workplace (Bill C-168, 32.0.1 a,b,c and 32.0.2)
Know your rights and responsibilities
Keep clear and accurate records
Report to the appropriate authority
Follow the chain of command
Other alternatives
E+R=OEvent + Response = Outcome
“It is not your conditions but your decisions that determine your outcomes.”
~ Tony Robbins
T: Think – what is happening? What does this mean to me? How should I respond?
S: Say – I feel/need/think/want… because…
A: Ask – for feedback. “How do you feel about what I’ve just said?”
Ask: What is your opinion? How do you see things progressing? Do you have any concerns?
Say: This is what I have observed and these behaviours communicate…
Continue: Giving ongoing feedback ~ don’t wait 1 year until next evaluation!
Understand that helping others meet their needs can help you meet your needs
Allow the other party to state his/her problem
Work to build mutual respect
Avoid using “you” statements
Believe in innocence
Be centeredListen 1st: Talk
2nd
Establish the “facts” of the case
Explore options togetherEliminate the ones that just don’t fit
Be open to other ideasWork towards that which is mutually acceptable
Request changes in behaviour only Identify what you SEE Explain what that means to you Ask for clarification State your expectations and what
consequences may follow
Debrief Use Your Senses:
relaxation through aromatherapy – candles, scented oils, room freshener, baking
Take a 5 minute retreat Tag Team: 1-minute vent Deep Breathing Props
