This chapter shows that tackling the problems of aggression, bullying, conflict, harassment and violence at work brings business benefits. It covers the following:

• ∎ managing change positively by keeping staff involved and informed

• ∎ dealing with organizational pressures: internal conflict, managerial

• pressure and external pressures (e.g. outsourcing, downsizing)

• ∎ the case for management making a firm anti-bullying commitment to

• staff

• ∎ the deleterious effect of aggression, bullying and stress on staff turnover

• and costs, attendance levels, recruitment and retention, customer

• satisfaction, and organizational image and reputation

• ∎ potential litigation.

Management of change – keeping staff involved and informed

Change is, or should be, happening all the time in workplaces, especially in libraries and the information sector because of the nature of the work involved – there is a constant flow of new technologies, new information sources, new ways of doing jobs, new supervisors and managers, new colleagues, new demands from customers and new customers, for example if you are working in higher education or in public libraries. Whatever sector you are working in, you will experience this constant flow of changes. Some people thrive on change, others initiate change, while some just hate changeof any sort. Sometimes changes cause conflict and it is here that management at all levels must be on their mettle – to anticipate, debate and be prepared to manage any possible internal conflict.

Keeping staff involved in change of any sort is one sure way of moving changes along without conflict. Staff, especially in libraries, have been employed for their knowledge and experience. The alert manager will gain much by asking questions and discussing changes and potential changes with staff at all levels. After all, those doing the actual job will have a good idea of what will suceed and what will cause problems.

Dealing with internal conflict, managerial pressure and external pressures

Dealing with internal conflict, managerial pressure and external pressures, such as outsourcing and downsizing, can be stressful in itself for all levels of staff. For many years, workplace conflict has been viewed as dysfunctional, destructive and damaging – a generally undesirable by-product of working life.