Assume that a user has a local feature branch and wants to push it to a branch on the remote repository. However, the branch has evolved and therefore pushing is not possible. Now it is good practice to fetch the latest state of the branch from the remote repository. Afterwards you rebase the local feature branch onto the remote tracking branch. This avoids an unnecessary merge commit. This rebasing of a local feature branch is also useful to incorporate the latest changes from remote into the local development, even if the user does not want to push right away.
Second, the principled party may use "negotiation jujitsu" to bring the other party in line. The key is to refuse to respond in kind to their positional bargaining. When the other side attacks, the principles party should not counter attack, but should deflect the attack back onto the problem. Positional bargainers usually attack either by asserting their position, or by attacking the other side's ideas or people. When they assert their position, respond by asking for the reasons behind that position. When they attack the other side's ideas, the principle party should take it as constructive criticism and invite further feedback and advice. Personal attacks should be recast as attacks on the problem. Generally the principled party should use questions and strategic silences to draw the other party out.
Experiencing role conflict within the work place may also lead to workplace bullying . When companies undergo organizational change workers often experience either a loss or a gain in areas of a workers job, thus changing the expectations of the worker. Change is often very stressful for workers. Workers who might have lost a degree of power may feel like they lost their authority and begin to lash out at other employees by being verbally abusive, purposefully withholding work related items, or sometimes even physically to withhold their status.