The document discusses navigating conflict in politically heated workplaces. It defines different types of conflict, including good and bad conflict. It discusses treating others the way they want to be treated through the Platinum Rule. The document provides tips for addressing political discussions in the workplace, including monitoring discussions, establishing respectful discussion guidelines, and being sensitive to discrimination. It also outlines four states of engagement employees can have, from unhappy to feeling joyful in their work.

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