SITXCOM003A

1. http://bhills.westernsydneyinstitute.wikispaces.net sriram.ramanathan@tafensw.edu.au SITXCOM003A Dealing With Conflict Situations

2. Lesson Plan • Revision • Feelings when having conflict • Conflict Outcomes • Conflict Resolution Techniques • Activity

3. How conflict can make us feel • Any of the stages of conflict give make us feel: • Uncomfortable and upset • Angry • Frustrated • Stressed

4. How do you resolve conflict situations? • If conflict arises, it is important that action be taken that satisfies all parties. • The quicker a problem is addressed, the quicker it is likely to be resolved and there is increased likelihood the conflict will not grow into a potentially harmful situation.

5. Conflict Outcomes • Lose–lose • Win–lose • Win–win

6. Conflict Outcomes

7. Conflict Style Managers

8. Lose–lose Conflict • A lose–lose conflict resolution results in all parties being unhappy and dissatisfied. • In a hospitality environment, this is likely to result in loss of a customer and/or poor working relationships between colleagues.

9. Win–lose Conflict • In this situation, one party to the conflict wins, while the other loses. • In a hospitality environment, this too can lead to loss of a customer and/or poor working relationships between colleagues.

10. Win–win Conflict • This outcome satisfies all parties. • In a hospitality environment, this is the most desired outcome. • Customers and colleagues will feel satisfied that their conflict was managed well and colleagues are more likely to have better working relationships.

11. To get to win–win • To get to win-win, you must be: • Willing to acknowledge that people have a right to complain. • Willing to cooperate in the conflict resolution strategy. • Able to assert what you want. • Able to accept and respect others’ points of view. • Able to identify and practise appropriate conflict resolution techniques.

12. Whose responsibility is it? • Responsibility for resolving a conflict usually begins with those directly involved. • However, in some instances conflict resolution may depend on: • Our position in the workplace • The people involved • The nature of the conflict

13. Our position in the workplace • Our ability to resolve conflict may be limited by the scope of our responsibility. For example, minor conflict situations (a small disagreement between colleagues), within our responsibility, can be resolved by us. • Conflict with far more significant consequences is more likely to be referred to a supervisor.

14. The people involved • If the conflict is between us and a colleague, it is preferable that we attempt to resolve the conflict ourselves. • Conflict between us and a customer and us and an external party (such as a supplier) should be resolved by us (and the customer or external party),if within the scope of our responsibility or ability.

15. Nature of the conflict • A conflict may relate to safety or security such as violence, physical damage or theft. • In these situations, it is preferable that the conflict be referred to a supervisor to resolve.

16. Conflict resolution techniques • To resolve conflict situations, there are several techniques we can use. Not all techniques lead to win-win. • Compromising. • Accommodating. • Competing. • Avoiding. • Collaborating.

17. Conflict resolution techniques

18. Compromising • This technique attempts to find a middle ground between the conflicting parties. • It requires each party to give up something they value to resolve the conflict. • It involves splitting the difference to arrive at a solution partially acceptable for both parties. • Compromising is quick but it can leave neither party not fully satisfied. • It may also be short term. • Sometimes it is the best alternative.

19. Accommodating • This technique involves playing down the real issues at hand and plays up the similarities between the parties in the hope of smoothing things over. • When relationships are more important than the ‘issue’ or when your ‘stake’ in the conflict or issue isn’t high, this is the best option • Accommodating is cooperative. • It can be passive/submissive

20. Competing • This technique frequently leads to a clear winner and a loser. • It is often used through force, domination or superior skill. • It is being uncooperative and aggressive. • Power is used in this style • This works when urgency is required in decision making. • Remember to be assertive and not aggressive • ‘Power relationships work only if you never have to see or work with the bastards again’ Peter Drucker(1999)

21. Avoiding • This technique usually results in a lose-lose situation. • It means that all parties ignore the conflict issues in the hope that they will go away. They won’t. • Avoiding is ‘uncoperative’ • It can be seen as side stepping or postponing for a latter time. • Sometimes this style ‘buys time. • Best used when it is not your place to get involved.

22. Collaborating • This technique is the most effective and direct approach for achieving win-win. • This technique uses problem-solving techniques to meet the expectations of each party to the conflict. • This is a cooperative style. • It means attempting to work things out – seeking to make things work • Can take time. • Best used when all parties are committed to the solution and when you need a creative solution.

23. Communication skill in conflict resolution • People who demonstrate effective conflict resolution, also demonstrate effective communication skill. Specifically, these people: • Have excellent Interpersonal skills; • Are assertive; and • Are diplomatic

24. Interpersonal Skills • In conflict situations, people with excellent interpersonal skills are able to: • Communicate thoughts and ideas clearly. • Communicate using appropriate words and gestures. • Demonstrate effective listening skills. • Display empathy and sympathy. • Display understanding. • Be assertive. • Demonstrate integrity. • Act appropriately. • Be attuned to other’s needs and wants.

25. What is ‘assertiveness’? • The ability to confidently express your own concerns and needs in a direct and honest manner with regards to the other person’s point of view. • Assertive people use phrases such as: • ‘I am…’ • ‘I feel…’ • ‘I think…’

26. What Is ‘aggressiveness’? • Forcefully imposing your views and ideas without regard for the other person. • Aggressive people put their own wants and needs before others and frequently fail to respect the other person’s views, ideas and opinions. • Aggressive people use phrases such as: • ‘You are…’ • ‘You did/didn’t…’ • ‘You should/shouldn’t…’

27. What is ‘passiveness’? • The behaviour of the passive person in conflict situations is submissive and demonstrates a willingness to allow others to dominate and impose their viewpoints without consideration for their own. • Passive people use phrases such as: • ‘You’re right…’ • ‘I’m wrong again…’ • ‘I’ll do what ever you say…’

28. What is ‘diplomacy’? • The ability to tactfully and intelligently manage personal relations. • The diplomat is able to be sympathetic, empathetic and tactful.