| You've been a model employee: responsible, | | | | powerful is the personwho opposes you? Might |
| industrious, creative andproductive. You've gone | | | | you face headaches later if you "win" now? |
| the extra mile time and again, with a smile. | | | | Are you better off standing your ground, or |
| Now you have a family. | | | | backing down? Or, is it timeto seek work |
| Quite reasonably, you expect that when you ask | | | | elsewhere? |
| for an altered workschedule that better fits your | | | | Can you come up with convincing rebuttals to |
| family's needs, your employer will go alongwith | | | | your boss's objections? |
| you. You've done your homework and developed | | | | Maybe the negative reaction to your proposal |
| a written proposaldemonstrating that your new | | | | points to unhealthyworkplace dynamics that have |
| schedule is in your employer's interest. | | | | long simmered beneath the surface. |
| But someone in the organization sees the matter | | | | Talk to someone you trust about your situation. |
| differently andopposes your plan. | | | | Proceed carefully, takingpride in your capacity to |
| Now you face a tough question: IS THIS | | | | act with integrity and grace in a difficultsituation. |
| CONFLICT WORTH THE | | | | Then, no matter what happens, you will hold your |
| COST? | | | | head high. |
| Sizing up your choices takes political savvy. How | | | | |