Resolving Differences on the Job Site
S
23
ana5906
oto / yutt
ck Ph © Can Sto
By Sheralyn Belyeu
teve Langley, business manager for Local 85 in Atlanta, was an apprentice on a worksite when he saw two apprentices from other trades in a heated argument. The general contractor stopped the fight and told them to shake hands and make up or he would send them home. This effort to make peace backfired when one of the apprentices pulled out a razor knife and cut the other. “The plumber had to have about 35 stitches in his face,” Langley says. The aggressor was fired immediately, but 18 years later, that plumber still has a visible scar. Differences between trades are a leading cause of conflict on a worksite. “All the subcontractors are fed into buildings through a hallway,” says John Ilten of Ilten’s Inc. in Grand Rapids, Iowa, and a member of the National Joint Adjustment Board. “That’s a tight area to work in. When the schedules get compressed, everyone is fighting for the same limited space.” Disagreements also arise when crew members don’t come to work or need to improve their workpersonship. One key to handling conflict is recognizing when individuals need a break. “We’re not using rational minds when we’re that activated,” says clinical psychologist Dr. Sally SpencerThomas. “Getting the brain to calm down so you can see other possibilities is a good thing to do.” The next step is actually taking the break—for example, a brisk walk. “Send them to opposite sides of the job for 30 minutes or an
“One key to handling conflict is recognizing when individuals need a break. “We’re not using rational minds when we’re that activated,” says clinical psychologist Dr. Sally Spencer-Thomas. hour and let them cool down,” Langley says. Contractors may feel obligated to fire someone after an argument, but Langley finds that most of these employees can be saved. “Send them home for three days and see how they do,” he says. Some disputes are so complicated that it’s hard to know what happened. Contractors can call SMART for help with sorting things out. A good business representative will investigate allegations, take written statements, and give the contractor an objective report. “We have to defend our members, but the members can get out of line,” Langley says. “Sometimes we sit them down and give them a scolding ourselves, and the company doesn’t have to do anything. We work with companies to keep the job site safe and keep troublemakers off the job.” Resolving problems may demand some very difficult conversations. When Ilten was president of SMACNA, one of the most controversial topics he addressed was the decision to raise annual dues by 60% during his tenure. “As I traveled Partners in Progress » November 2023 » 9
