Conflict Scenarios

Scenario 3

I have started a new job, and I am working very hard. I make sure I am on time every day, complete assigned tasks, take the initiative and ask what else needs to be done when I have completed assigned tasks. I have a co-worker who is clearly doing the minimum to get by; they have no sense of urgency and are quite content to let me do it all. This is frustrating to me. The first thing I would do in this scenario is to talk to my colleague in a calm and a rational way so that she understands my point of view without being defensive. I will try to point out the importance of the work to us as individuals and to the organization as a whole (Benjamin, 2007). If she still insists on making up excuses, I will firmly show her my stand by telling her that I cannot continue doing her part of the work and sandwich the sternness with positive statements concerning teamwork in the organization. If we still disagree on the boundaries, I would make the next step, which will involve requesting for a meeting with the manager where the both of us can iron out issues bin a professional and ethical way. According to Benjamin (2007), having the discussion of three people would demonstrate teamwork and my desire to cooperate and solve the problem. Therefore, I would explain my problem to the manager by mentioning my job requirements as stated in the job description from the HR department. Consequently, I would have a copy that would prove my position and role in the organization and listen to the manager’s final word. However, the outcomes might not be as positive as I would suppose because my co-worker can also get defensive and be unwilling to cooperate. The manager might also be bias in a bid to make me do the job. Professionally, I would suggest for a raise to meet my rights as an employee if at all I am to continue with the extra work. If I follow protocol correctly and my efforts still prove futile, the matter will have to be settled in court so I will contact my lawyer. As the manager in this scenario, I would ask for each employee’s job description, review it and clear the situation calmly by first apologizing for the tension caused. Since I will have realized that the problem lies with the co-worker, I will assure and dismiss both employees that the matter will be solved promptly. I would then organize for a one on one meeting with the lazy employee to prevent further aggression between the two of them and discuss the source of her under performance. I will ask her why she chose the job, if she likes it, if she understands the performance expectations, if she is happy with what she has achieved so far and if not, she should put down on paper what plan of action is to improve.

Scenario 7

I have a very nice, expensive home which I work a lot to pay for, (the nicer my home is, usually the lesser I am in it!) I am spending a great deal of time with a co-worker. There is clearly a mutual attraction. What I would do in this situation is to maintain ethical boundaries to avoid chats in the offices by colleagues. This may make them deviate from their work and ultimately, the organization will run at a loss (Karsten, 2006). Secondly, encouraging a relationship between a co-worker and I will end up ruining my happy home. Therefore, the first step would be to talk with the co-worker I am attracted to and define the behavior boundaries that both of us should uphold to fight temptation. The boundary will ensure that the relationship remains professional as per the requirement of the entire workforce. I would make it clear that my job is my main initiative in the organization and that I would not want to jeopardize it. I would then explain the importance of my home and my desire to keep it strong. The outcomes from this strategy would be that my co-worker would not want to think otherwise and that he will try to convince me to try it. Rumors might have also spread already, and other colleagues might not understand my stand then. Positively, the co-worker might choose to comply and keep it strictly professional. As a new employee, I would give myself time to know who to trust and maintain a platonic relationship, spelling out my boundaries. If I was the manager and the mutual attraction was between my employee and me, I would still maintain a professional relationship to avoid unconstructive gossip in the organization that would lead to poor performance. This will also show my integrity, as I will be leading by example.

Scenario 9

I am experiencing a personal situation that is very stressful. While at work, my mind continually replays scenarios and wanders to the situation. My supervisor is increasingly putting pressure and getting aggressive towards me to get tasks done. I can feel my stress level rising. I will try to manage my fury and frustration by avoiding venting it on a co-worker or even the boss (Cartwright & Cooper, 1997). If the boss pressures me because he thinks that I am underperforming, my next step will be to explain the situation calmly to him or her so that he or she can understand what deters me from working effectively. The outcome to this strategy of stress management can be positive or negative. The boss may not be willing to hear my reasons since he or she will take them as excuses for underperformance. However, he or she might understand my situation and attempt to help by giving me a few resting days to reflect on my life solve my problems and come back rejuvenated. Professionally, I would request for a meeting with the boss and explain my problems while showing evidence. If it were a matter of health, I would present some documents from the doctor. If it were a divorce, I would present the documents as well. As a manager of the employees, I would organize for a meeting with them to discuss the situation. My role would therefore be to make the supervisor understand the condition of the stressed employee. I would also show the supervisor that I understand his or her point of view then let them discuss openly on how much should be done and the manner in which it will be conducted.

References

Benjamin, S. (2007). Perfect phrases for dealing with difficult people. New York: McGraw-Hill.

Cartwright, S., & Cooper, C. L. (2009). Managing workplace stress. Thousand Oaks, Calif: Sage Publications.

Karsten, M. F. (2006). Gender, race, and ethnicity in the workplace: Issues and challenges for today’s organizations. Westport, Conn: Praeger Publishers.