Managing Workplace Conflict Manager’s Training California State Training Center

1. Managing Workplace ConflictManager’s TrainingCalifornia State Training Center “Can’t We All Just Get Along” Rodney King

2. Objectives • Introduction and Housekeeping • Learning Objectives • Learning Skills • Discussion and Application • Wrap Up and Feedback

3. Kimberley Garth-James, PhD., believes in Getting Along At Work My education and experience include doctorate and masters’ degrees in public administration (management); and, 20 years in public service. Skills: Trainer and Educator, Project Manager and Public Relations Expert Hobbies: Reading and Jogging

4. Housekeeping • A Collaborative Approach to Learning • Expectations of Trainer • Cell Phones • Sidebar Conversations • Breaks • Questions and Answers • Post-Notes

5. Learning Objectives Based on a review of the conflict management literature and feedback from government workers, we developed the following course objectives: • To define conflict and identify its sources • To understand workplace conflict and how it prevents “getting along” at work.

6. Learning Objectives (continued) • Learn the conflicts that challenge you as a manager in your workplace. • Learn from the your mistakes and how to better manager difficult employees. • Learn approaches to help you successfully manage the workplace and “getting along” at work.

7. Skills After taking this course you should learn these skills: • How to identify conflict factors at work. • Apply approaches to impact conflict at work.

8. Skills (continued) • To help you demonstrate that “getting along” in the workplace is tied to improving job satisfaction and worker productivity. • Effectively comply with your responsibility as a public manager, which includes managing conflict.

9. Conflict At Work • Hundreds of people are victims of workplace violence. Would you agree? • What stories have you heard? • Labor organizations say that workplace violence is the biggest problem facing employees and managers.

10. Conflict Is…? Some people think of conflict as it is defined in Government Code 87300, which requires state agencies adopt a Conflict-of-Interest code. • Refers to economic interests and politics

11. Definition of Conflict Conflict is defined as workplace violence; a full range of behaviors: • disruptive, aggressive, or hostile behavior. • emotional abuse

12. Definition of Conflict (continued) Results in: • personal injury, property damage • impedes the normal course of work • causes fear among workers, managers, and clients for their safety

13. State Definition and Policy Zero Tolerance Policy • Government Code Sections 12940-60. Managers must ensure: • All individuals have the right to be safe from harassment, abuse and threats. • They execute their responsibility to safeguard the health, welfare, and rights of their employees, and visitors.

14. State Policy (continued) • “In fact, it is the employer's legal responsibility to provide a safe and healthful workplace for employees.” (California Labor Code section 6400.)   • Must attend trainings

15. Sources of Conflict At Work

16. Conflict Factors Challenge Managers Conflict challenges supervisors and managers who spend 30% to 40% of their time on managing: • Workplace anxiety • Worker distrust • Low morale that adversely affects productivity • Dysfunctional work teams • Job stress and home life problems • SOMETIMES physical injury or death. • CASE Example

17. Case • State Worker Exacts Revenge • On a bright summer afternoon a middle-aged man state worker rode up the • elevator to his job as he routinely did for 10 years. Today, he was toting a black • satchel on a dolly similar to the kind lawyers use except that his contained two • pistols, a handgun and hundreds of rounds of ammunition. This was the day • he planned to get even with a co-worker that had formerly said something to • anger him. No one took notice of the man as he strode down the hall to the co- • worker’s cubicle carrying the black bag. The people inside received no warning • before the man suddenly fired upon them. Managers didn’t know what to do. • He continued his rampage, shooting those who attempted to warn their • colleagues. He sought out and shot employees who tried to hide and others who • were trapped in their offices. As SWAT teams surrounded the floor his two pistols jammed, and the desperate gunman took his own life with the remaining weapon. The • unsuspecting state agency’s management learned a hard lesson: that even the • most seemingly sheltered environments are not immune to violent crime. • They have since instituted an emergency plan and better access control • procedures as well as added training on how to use the new internal warning • systems among other precautions. • Think about this scenario. What would you do to prevent and manage this situation?

18. Successfully Impact Workplace Conflict/Violence • Pre-hire Screening • Check References • Human Resource Trainings • Skills trainings to handle difficult employees, and manage stress

19. Successful Conflict Management Skills (continued) 3. Attend the supervisor’s training on how to manage conflict 4. Access Resources • Know your resources on how to impact workplace conflict (violence) http://www.courtinfo.ca.gov/selfhelp/protection/workviol/wvlinks.htm

20. Use Workplace Violence Forms http://www.courtinfo.ca.gov/selfhelp/protection/workviolform.htm • Osha Fact Sheet On Workplace Violence • http://www.annlaw.com/files/workplace%20violence%20factsheet.pdf • Use Workplace Violence Forms http://www.courtinfo.ca.gov/selfhelp/protection/workviolform.htm • Osha Fact Sheet On Workplace Violence http://www.annlaw.com/files/workplace%20violence%20factsheet.pdf

21. Read Books • Conflict Resolution, Morton Deutsch, New Haven Press • Invite law enforcement to the workplace • Discuss violence and prevention

22. Successful Conflict Management Skills (continued) 7. Use Commonsense and Risk Management • Use your agency’s emergency management plan on how to handle dangerous situations (people, behaviors) • Be good listener • Use a Mediator and Facilitator 8. Impact (reduce) domestic violence in the workplace http://www.endabuse.org/workplace

23. Managers Must Comply With State Law • Document threats of violence, violence in the workplace. • Report domestic violence to executives and comply with agency rules, including contacting law enforcement. • Discuss the Zero Tolerance of no violence in the workplace with staff at regularly meetings • Offer stress sessions after traumatic incidents (Source: California Labor Department and Office of Safety and Health Act (OHSA))

24. Wrap Up • Review Course Objectives • Feedback • Comments from Post-Its • Evaluations

25. Notes • Government Code 87300, requires state agencies adopt a Conflict-of-Interest • "Assets and income of public officials which may be materially affected by their official actions should be disclosed and in appropriate circumstances the officials should be disqualified from acting in order that conflicts of interest may be avoided."Gov. Code section 81002(c)"No public official at any level of state or local government shall make, participate in making or in any way attempt to use his official position to influence a governmental decision in which he knows or has reason to know he has a financial interest."Gov. Code Section 87100