Establish and agree on the nature and details of conflict with all parties and assess impact
Conflict in the workplace
Conflict in the workplace can arise in many ways. It can be related to internal situations within the organisation, such as different work approaches used in different departments. It can also be related to your customers, clients, and other individuals or organisations that you may work with.
Conflict isn’t necessarily unhealthy; we all have differing opinions at times and these are a natural occurrence when working with others. Conflict can help colleagues and teams to question needs and find solutions. The important thing to make sure is that a conflict of opinion is not left unsaid or left to foster resentment.
It is difficult to anticipate when conflict may occur; managing situations when they do happen should be done with conflict resolution skills and diplomacy in mind. The first step is to identify when a situation may arise, or when you have an existing situation that needs to be dealt with. Then you can take the correct steps to manage this to the benefit of all involved.
Establishing the nature and details of conflict
You should be aware that there are various types of workplace conflict. Such conflict might involve physical abuse, verbal abuse, and the potential isolation of staff members. It will be necessary to establish and agree on the nature of conflict if you are to identify appropriate follow-up actions and methods of resolution. You should encourage each party to give their perspective and explain their thoughts about the conflict. It would be worth taking a note of the key points that are made. You should then give a summary of the respective arguments and ensure that each party is in agreement.
The reasons for conflict might seem quite obvious at the outset. However, deeper investigation may allow you to identify underlying causes. You will need to consider the issues that are raised and the impact on your organisation. Ask a variety of employees for their perspectives and learn as much as possible about the problem.
Situations involving conflict
There is a chance of conflict occurring between colleagues and/or work teams. Such conflict may be caused by previous events or ongoing issues that are yet to be addressed. It may arise as a result of differences of opinion, personality clashes, conflicting approaches, and sharing of workloads between departments. There is a risk of conflict becoming ingrained within the organisational culture if it isn’t addressed appropriately. Some conflict may be immediate, for example, a reaction to an action or situation with a customer. This will be easier to recognise and, as such, to resolve. Longstanding conflict can be more subtle and difficult to determine.
Work areas may have their own system of management and conflicting processes. Frustrations in administrative controls, lines of management, communication, and work handovers may also occur. Employees and supervisors will have different approaches and priorities within the workplace. These relationships can cause friction in everyday working scenarios and may turn into conflict if not handled correctly.
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External conflicts
Customer complaints can also be stressful and hard to deal with. Customers may vent their annoyance at employees. The escalation of such situations might lead to conflict between the respective parties. There should be organisational policies and procedures in place for handling complaints for the safeguarding of customers and employees. These policies and procedures should prevent most types of conflict. However, it is impossible for any employee to be fully prepared for the wide variety of potential eventualities.
Your organisation should have a variety of emergency procedures in place. These should prepare employees for dealing with difficult telephone discussions with customers. It might be necessary to refer such phone calls to a manager who can assume control. There will also be a risk of conflict with other organisations and industry specialists. It is likely that there will be difference of opinion and conflicting needs. Such forms of conflict should be addressed and successfully resolved for the maintenance of positive business relationships.
It is important to establish an understanding of any conflict that impacts your workplace. Your analysis should allow for the development of steps towards resolution. It will be necessary to listen, ask questions, and show empathy for the respective parties in conflict.
Causes of conflict
The age, culture, experience and values and beliefs of employees may all contribute to conflict in the workplace. However, it’s possible for organisations to have strong teams despite such differences. It could actually be argued that conflicting needs and communication styles are far more influential when it comes to conflict. The most important needs can be identified by measuring people’s reactions when they aren’t satisfied. If there is an intense physiological reaction then the needs will be particularly important to the individual. Deconstructive conflict arises when people are prepared to sacrifice the needs of other people for their own satisfaction.
Conflicting needs
Art Bell and Brett Hart suggested eight primary causes of conflict in the workplace. The first cause is conflicting needs. Such conflict arises as a consequence of employees competing for organisational resources. The employees may demand physical resources, assistance and authority within the organisation. If such demands aren’t met then there will be a potential for conflict.
Examples of needs include:
➢ Independence
➢ Power
➢ Control
➢ Security
➢ Safety
➢ Assistance from others
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➢ Responsibility
➢ Mutual respect
➢ Loyalty
➢ Happiness
➢ Mental health
➢ Personal values
➢ Sense of belonging
➢ Moral and legal rights
Individual styles
Bell and hart suggested that the second primary cause is difference in individual styles. Employees may adopt varying behaviours and approach problems in different ways. If there isn’t any compromise or respect for other people then there is likely to be conflict. It might be that one employee values organisation and formality in the workplace. Another may have a preference for flexibility and creativity. If they are unwilling to change their attitudes and behaviours then the chances of conflict will be considerable.
Perceptions
Conflict might also arise as a result of varying perceptions in the workplace. There may be considerable difference in the ways that events are perceived by staff members. Bell gives the example of hiring an administrative assistant. One employee might be happy with the decision and grateful that the workload is being shared. However, another employee might view the employment decision with suspicion and feel that the new worker poses a threat. Company memos, letters and other communications may also be perceived in different ways by the employees.
Conflicting goals
There is also a potential for conflicting goals in the workplace. There might be differences of opinion regarding the resources that can be allocated for the achievement of organisational aims. There will be a risk of conflict when senior managers set different tasks and emphasise the importance of different priorities.
Expectations and pressures
Any difference in employee expectations and pressures is also likely to result in conflict. One senior staff member might expect the hotel rooms to be cleaned within a specific amount of time. Another might demand assistance in the delivery of food and cleaning of the kitchen. Employees might be forced to decide which tasks have to be completed urgently. However, one of the senior staff members is likely to feel dissatisfied and angry that their demands haven’t been met.
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Conflicting roles
Conflict might also arise as a consequence of conflicting roles. Employees might be asked to complete tasks that are beyond their scope of responsibility and knowledge. They might also be resentful if other staff members are given additional levels of authority and act without due consideration. Such changes might lead to unintentional or actively aggressive sabotage.
Personal values and beliefs
Differences in personal values and beliefs might also lead to conflict in the workplace. If staff members are unwilling to compromise or respect diversity in the workplace then there are likely to be internal problems. Defined groups of workers may develop and some employees may be segregated. There will also be a potential for conflict as a result of changes in organisational policies. Employees might feel that they are being unfairly disciplined in the policies and rules of the organisation aren’t clearly stated.
Other causes of conflict include:
➢ Poor management
➢ Unfair treatment
➢ Inadequate training
➢ Poor communication
➢ Poor work environment
➢ Lack of equal opportunities
➢ Bullying and harassment
➢ Changes in the workplace regarding pay or
appraisals etc.
➢ Personality clashes
➢ Needs and expectations not being met
➢ Difference in values
➢ Unmanageable workload.
There can be many causes of conflict that will depend on the organisation and the people involved. Every employee has needs and expectations regarding their role at work, so conflict usually arises when people feel these are not being met. It is important to communicate with employees to get to the root cause of any conflict and understand what it was that caused it and why. Attempt to identify the main underlying cause any issue that is raised. Then come up with a variety of potential solutions.
Modified from source: NI Business Info, Managing conflict: https://www.nibusinessinfo.co.uk/content/causes-conflict. Accessed on 09/03/2017.
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Types of conflict
You should be aware that there are three primary types of conflict. Personal and relational conflicts relate to people’s feelings and their associations with others. Issues that might have to be dealt with include breach of confidence and lack of respect. Instrumental conflicts relate to the goals, structures, and procedures which apply to personnel and the organisation as a whole. Conflicts of interest are associated with the aims and objectives that people are particularly interested in. There may be a conflict of interest due to personal association with a customer or position within an organisation. You will need to identify the type of any conflict that you are expected to deal with.
Conflict situations may relate to:
➢ Conflicts among work colleagues and/or teams:
o dispute or argument among work colleagues
o job duties or rosters
o lack of competence
o worker mistake
o dismissal
o cultural misunderstanding
➢ Employees and supervisor conflicts
➢ Refusals to follow directions/guidance
➢ Customer complaints/dissatisfaction:
o incorrect pricing of product or service
o delays or errors in providing the product or service
o misunderstanding of customer request or communication barrier
o problem or fault with product or service
o refused entry or ejection from premises.
➢ Disagreements with members of the public
➢ Bystander behaviour
➢ Drug or alcohol affected persons
➢ Armed persons
➢ Persons suffering emotional distress.
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Interest-based relational approach
You are advised to use the interest-based relational approach as a means of identifying the causes of conflict and developing positive solutions with all parties. One of the main aims of this approach is to separate people and their personalities from the issues that are being faced. There will be a greater chance of identifying mutually agreeable solutions if people are able to take a subjective view and commit to shared problem-solving. It is the manager’s role to provide guidance and mediate discussions between the different parties.
These steps should be followed as part of the interest-based relational approach:
➢ Ensuring commitment to the process and treating the other parties with due respect, despite potentially strong views – a reasonable degree of courtesy should be maintained and there should be an attempt to address matters constructively
➢ Distancing the respective parties from the problems that have been encountered – there shouldn’t be any blame or unfair criticism. It should be recognised that people have valid reasons for taking certain perspectives and making arguments
➢ Giving each party the opportunity to explain their positions and listening attentively – it is important to carefully consider the perspectives of each party. Employees should be prepared to be flexible in their arguments and change their positions when alternative perspectives are given
➢ Considering the facts and exploring the possible means of resolution – you might have to engage in a process of negotiation in order to find a solution that satisfies each party. Brainstorming might be used for the purpose of identifying different ideas for successful resolution
Assessing the impact of conflict
There are various techniques that can be used to assess the impact of conflict. It is important to be aware of the positive and negative effects that conflict may have on employees and the organisation as a whole. Workers who can’t get on with their colleagues and are given conflicting messages by senior management might become increasingly stressed. This stress is likely to have a negative impact on the employee’s performance and their commitment to the organisation. They might exclude themselves from business activities and meetings. Such workers might also be tempted to take days off and look for alternative forms of employment. The organisation may miss out on the valuable contributions that could be made if the concerns of such staff members are addressed. Time and money might also have to be investigated in the recruitment and training of replacement staff members.
Workplace conflict is also likely to lead to a decrease in productivity. Workers who engage in arguments and make regular complaints will not be focussed on the task at hand. Mistakes might be made as such employees don’t pay due care and attention. Other employees may notice the conflict and take sides. There might be a breakdown in communication and a reluctance to collaborate during organisational tasks. Customer complaints may also be made a result of poor performance. If the conflict isn’t addressed or controlled then there will be a risk of abuse and physical violence in the workplace. This might cause
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employees to leave the organisation and make legal cases. There may be significant financial loss if the organisation is found to be at fault.
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Activity 2A
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2.2 – Manage conflict within scope of own role and responsibilities, and according to organisational procedures
Controlling the conflict
You will need to determine the steps that have to be taken in order to prevent the escalation of workplace conflict. It will be necessary to familiarise yourself with the organisational procedures and ensure that they are followed during the conflict resolution process. You should arrange a suitable time and place for the conflicting parties to meet. The environment will ideally be calm and free from distractions. You will be required to guide the conversation and ensure that each party is given the opportunity to speak openly.
The organisational procedures should specify the acceptable levels of behaviour and requirements that employees are expected to meet. All of the parties will need to act in accordance with organisational guidelines at times of conflict.
Considering the scope of your role and responsibilities
You should be aware of the limitations of your role and responsibilities when it comes to the management of conflict. It would advisable to consult your job description and any organisational policies and procedures for the necessary clarification. You could also ask your supervisor or another senior staff member for further information. If you feel that the organisational expectations aren’t entirely appropriate then you may contact a trade union representative or professional body.
Your organisation may provide clear guidelines regarding the management of conflict involving customers. These guidelines should outline the ways in which you are expected to act in common customer scenarios.
You might be expected to deal with customer conflicts in the following ways:
➢ Refusing to serve certain customers
➢ Demanding that individuals leave your premises
➢ Contacting internal security staff
➢ Phoning the police for emergency assistance
➢ Imposing barring orders
You should adopt these strategies when dealing with customer complaints:
➢ Thanking the customers for raising awareness of organisational problems
➢ Apologising, no matter your feelings about the complaint
➢ Attempting to see problems from the customer’s perspective
➢ Establishing all of the relevant details
➢ Asking customers how they’d like problems to be resolved
➢ Remaining calm and in control
➢ Not making excuses or apportioning blame for mistakes
➢ Taking necessary action and maintaining contact with the customers
➢ Making referrals when necessary
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Research carried out in Australia has revealed that each employee spends an average of 2.8 hours per week managing conflict. However, some workers spend considerably more time than this. Indeed, one study revealed that 30% of managers time is spent dealing with conflict. It is time which could be spent generating ideas, dealing with customer service requests, and ensuring progress of the business. Some conflicts have to be dealt with as matters of urgency. You won’t be able to spend time planning or coming up with a variety of solutions in such instances. It might be possible to negotiate and meet the expectations of the other party. However, individuals who are posing a risk to workplace safety might have to be escorted from the premises. It would be advisable to ask your supervisor or manager about the best ways of dealing with specific conflicts. You are also encouraged to observe the ways that experienced colleagues deal with conflict.
These rules should be followed for effective conflict management:
➢ Taking swift action to avoid the escalation of conflict
➢ Remaining positive despite failed attempts to deal with conflict
➢ Identify the respective needs of each party and be prepared to compromise
➢ Question and listen to people when they address the reasons for conflict
➢ Refusing to engage in gossip and talk behind people’s backs
Different methods may be used depending on the stage and nature of conflict that you are dealing with. If the conflict is at a relatively early stage then you may have a quiet informal discussion with the staff members or customers. This will give them the opportunity to speak freely about their grievances and gain a sense of perspective. You might be required to listen and recommend appropriate solutions to any issues that are raised. You should aim to establish fair and reasonable solutions for the respective parties.
The W.I.N approach might be taken when attempting to deal with workplace conflict. The first step will be to use the statement ‘when you’. It is important to keep to the facts and use neutral language to avoid causing unnecessary offence. You could say “when you objected to my instructions in front of the other staff members last week”. Such a statement should be followed up with an ‘I feel’ comment. You should reveal how the other person’s action made you feel. Finally, you should use refer to the ‘next time’. This will involve stating how you would like the behaviour to change in the future. You and the other party should accept mutual responsibility for achieving more positive outcomes.
There are a number of other methods that you can use to increase the chances of successful conflict management. It is advisable to keep a record of any dates, key discussions and actions that were taken and that had a negative impact. You are also encouraged to keep any emails, letters and other forms of communication which can be referred to during the conflict management process. You should address any issues and concerns in a fair and reasonable manner. Think about the types of language that you are using. Be aware that jokes and criticism can be taken personally. Aim to give the customers or staff members a variety of choices with regards to conflict resolution.
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You may take responsibility in the following ways:
➢ Approaching the staff members or customers who are causing conflict
➢ Giving reasons why their behaviour or actions are considered
unreasonable and asking them to make changes
➢ Offering your assistance
➢ Assuming control of the situation and exerting a physical presence
➢ Referring to other staff members when necessary
If you manage the company then you will have responsibility for dealing with grievances that are raised officially. You should follow the organisational procedures when dealing with such matters. The procedures should be regularly reviewed and updated as necessary. Details of the procedures should be covered in staff training and outlined in company communications.
If you lack confidence in your ability to meet conflict management expectations then it would be worth enquiring about the possibility of further training. You might receive guidance in the use of techniques such as active listening and questioning. You should also be able to reframe any issues to allow for alternative perspectives and the development of effective solutions.
Conflict theory
You should be aware that conflict theory was developed by Karl Marx. He believed that society is in a perpetual state of conflict over competition for limited resources. This belief leads to the conclusion that social order can only be maintained through domination and use of power. Workplace conflict is inevitable due to the power roles and challenge of maintaining business relationships. However, the actions that should be taken are dependent on the different levels of conflict.
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Here is a representation of the respective levels of conflict:
People will hold different attitudes and beliefs when there is latent conflict within an organisation. At this point, the signs of conflict may not be noticeable. However, there may be a trigger which creates further problems within the organisation. Conflict may become increasingly obvious and be perceived by the management or other senior staff members. If it cannot be dealt with at this initial stage then there will be a risk of escalation. Staff members may now begin to take sides and act with antagonism towards the other party. The conflict may have a significant impact on the organisation and be recognised by customers. The conflict may remain unresolved if neither party is willing to compromise or back down. It might be necessary to arrange meetings and mediate so that the parties are able to establish some common ground and agree on a suitable resolution. It should then be possible to move on for the benefit of each party.
It might be necessary to deal with the following levels of conflict:
➢ Individual conflicts – This is the lowest level of conflict is usually quite easy to address. It might arise because an individual doesn’t agree with the organisational objectives or policies. You should give individuals the opportunity to raise such disagreements and make changes deemed appropriate
➢ Interpersonal conflicts – Interpersonal conflict occurs when two or more individuals are in disagreement. The reasons for such conflict include differences in attitudes and beliefs. There might also be breakdowns in communication and resentment about the authority that is assumed by other workers
➢ Group level conflicts – This type of conflict occurs when there is disagreement between two distinct groups within the organisation. There might be arguments between different departments due to competition for resources or different objectives.
Latent conflict
Latent conflict
Percieved conflict
Percieved conflict
Escalating conflict
Escalating conflict
Unresolved conflict
Unresolved conflict
De
De–escalating conflictescalating conflict
Resolved conflict
Resolved conflict
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Incident de-escalation skills
You might be required to demonstrate incident de-escalation skills when communicating with the workforce. It might be necessary to control the emotional and aggressive outbursts which happen when discussing sensitive matters.
You should:
➢ Give the relevant parties your full attention and make sure they feel validated. This will help to regain control and enable you to exert a calming influence. You shouldn’t cast judgement or make negative remarks in response to individual statements. It will be necessary to consider people’s feelings and the information that they provide
➢ Clarify the issues and attempt to find a solution that accounts for the expectations and needs of each party. Once control has been regained you can continue with your communication. Never be afraid of silence; allow others time to formulate their words
or to gather their thoughts and emotions
➢ Prepare a plan in good time, so that you don’t react exclusively to
emotions or crises during arguments. You can also use a team approach
in your incident de-escalation to provide you with support or the help of
another person if this is needed
➢ Conduct debriefing sessions after meeting with each party. This will give you the opportunity to clarify your understanding and ensure that each party is happy with the points made. You should make a record in case any further issues occur. This may be referenced in the future.
Collective bargaining
You may use the process of collective bargaining to establish mutual agreement regarding the best ways of resolving conflict within your organisation. This will involve consultation with the representatives of different workplace groups and departments who are in disagreement. There should be a commitment to compromise and negotiation if the process is to work.
Conciliation
If the initial attempts to resolve conflict prove unsuccessful then you should consider the option of conciliation. The respective parties should meet and discuss their differences under the guidance of a conciliator. The conciliator will have to consider the different perspectives and provide a non-binding settlement proposal, highlighting the responsibilities of each party. The proposal should be agreed by each of the parties.
Negotiation and mediation
It might be possible to arrange a process of negotiation between representatives of the affected parties. They should be prepared to outline their grievances and demands on behalf of the workers. Some compromise may be necessary in order to agree on particular solutions. However, mediation might be required if initial negotiation doesn’t work. The mediator should consider the respective arguments and make recommendations. They should remain impartial and non-judgemental.
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You will need to demonstrate the following skills when mediating conflicts:
➢ Establishing the trust and co-operation of the different parties
➢ Analysing and developing mutually agreeable solutions
➢ Acting with tact and diplomacy
➢ Persuading the respective groups of the benefits of any recommendations
Organisational procedures
It is likely that your organisation will have established procedures outlining the appropriate means of dealing with conflict. These procedures may be kept in paper-based format on your premises. Alternatively, they may be accessed via your business website. They will outline the steps that should be taken in different conflict situations.
You may refer to these procedures:
➢ Grievance procedures
➢ Use of restraint and defensive weapons
➢ Control of intoxicated persons
➢ Records and information systems and processes
➢ Communication channels and reporting procedures
➢ Emergency and evacuation procedures
➢ Policies and procedures relating to own role, responsibility, and delegation
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Activity 2B
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2.3 – Take responsibility for seeking a solution to conflict within scope of own role and responsibilities, seeking assistance where required
Seeking solutions to conflict
You should be aware that people are unlikely to identify all of the reasons for conflict when they make complaints. They might focus on aspects of conflict that they consider particularly important and are confident that you will understand. However, you should attempt to establish the underlying causes. It will be necessary to consider the concerns, needs, and motivations of any employees and customers that you deal with. If you are to establish the underlying causes then it will be necessary for the person filing the complaint to feel comfortable and assured in your presence. They should feel able to express their core concerns and desires.
You are encouraged to pose questions such as:
➢ What would you see as the ideal resolution to this problem?
➢ Which personal needs do you consider most important?
➢ How could the situation change for an improved outcome?
It will be relatively easy to address conflicts which have only just occurred. This is because people’s beliefs and perspectives won’t be as deeply entrenched at this point. Other employees may not have had the opportunity to take sides and cause internal problems. If you deal with conflict at the earliest opportunity then it might be possible to avoid mediation, arbitration, and legal proceedings.
It is important to spend some time considering any issues that are raised before attempting to establish resolutions. You should listen carefully and give a summary of any statements that are made. There should be an opportunity to discuss the key issues in depth. A variety of possible solutions should be outlined in easily understandable terms. It will be necessary to establish mutual agreement before any issues can be dealt with.
It is likely that the different parties will raise issues and refer to incidents that have happened recently. However, you should attempt to establish the root cause and think about appropriate means of resolution. Probing questions should be used to explore the issue in some depth. You might ask “when do you think this problem began?” or “what do you think is the main factor that we are dealing with?”
You should attempt to deal with one issue at a time when attempting to resolve workplace conflicts. It is advisable, to begin with relatively minor problems before progressing to the discussion of potentially complex and significant matters. You might encourage the respective parties to take part in a brainstorming session for the identification of possible solutions. You shouldn’t make any judgements or make definite decisions during the initial stages of conflict resolution. It will be necessary to decide which criteria to use when evaluating the proposed solutions. You should create an action plan and ensure that each of the parties is in agreement.
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Consider these personal requirements:
➢ Listening without casting judgement
➢ Respecting the views and perspectives of others
➢ Apologising when necessary
➢ Realising the potential for positive change
Conflict resolution strategies
There are five main strategies that can be used for the resolution of conflict. The first option involves competing or fighting. There will inevitably be a winner and loser if this strategy is used. It is also likely to cause resentment and bad feeling between the respective parties. Collaboration is the preferred method. However, it does require a mutual commitment to the conflict resolution process. The parties should be prepared to work together and decide on mutually beneficial resolutions.
The third option is compromise or negotiation. This will require the parties to make some sacrifices and establish an agreeable mid-way point. If it proves impossible to establish shared agreement then the issue might be avoided or denied. However, this will mean that neither party is satisfied. It might also possible to smooth over the issue. This will mean that the relationship can be maintained. However, the issue will remain and is likely to be raised again in the future.
Key skills
There are a number of personal skills that should be developed for the best chance of successful conflict resolution. You will need to communicate appropriately, be assertive and fully prepared to stand up for your beliefs. You should state your perspectives in a controlled and confident manner. However, you should also prepare to negotiate and consider other people’s views. It will be necessary to listen attentively to any arguments that are raised and give positive affirmations to show your support. You should also demonstrate self-restraint and understanding of other people’s emotions. A sense of empathy is important when attempting to establish areas of shared agreement.
Impact factors
There are a variety of impact factors which will have a bearing on your ability to deal with conflict in the workplace. These factors might relate to your age, stature, strength, and communicative abilities. You might not feel confident of dealing with a confrontational customer who is well built and highly aggressive. However, you might feel relatively comfortable dealing with a middle-aged female customer who is quite polite.
Other impact factors include:
➢ Support of other staff members
➢ Tiredness and fatigue
➢ Level of intoxication
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➢ Potential use of weapons
➢ Time of day
➢ Noise levels
➢ Hazards
Communication skills
There are a variety of communication skills that may prove effective when attempting to resolve conflict. You will have to consider the comments that you make and ensure that they are appropriate for the audience. It is advisable to use short and direct statements for assured understanding. You should communicate in a suitable style and adapt your language to suit the parties that you are addressing. It will be necessary to adapt your spoken delivery in accordance with the conflict situation. Speak in a calm, comfortable and controlled manner when dealing with customers and colleagues.
You should be aware that your body language will have a direct impact on the perceptions of anybody that you are communicating with. You will need to consider your stance, facial expressions, and the general presence that you exert. Other people shouldn’t feel uncomfortable or threatened by you. However, they should be aware that you have a good level of confidence and control of the situation.
You should be prepared to stop any tasks that you are in the process of completing and give the person your full attention. It will be necessary to maintain eye contact and give positive affirmations to show that you are listening. Pose questions to show your interest and spend time reflecting on any points that are made. Attempt to find out how the different parties would like the problem to be resolved. Identify their key needs and come up with potential solutions. The solutions will ideally be of benefit to the respective parties and the organisation as a whole.
Social and cultural factors
It is important to be aware of the social and cultural factors which may have a bearing on your communication with customers and staff members. Don’t assume that everybody has a shared understanding of your language, gestures or mannerisms.
It is likely that you will encounter the following differences:
➢ Language
➢ Personal values
➢ Religious beliefs
➢ Cultural norms
➢ Age
It is also important to account for differences in the personalities and attitudes of people that you communicate with in the workplace. People may act differently in hospitality or holiday settings. Some will be unconfident and cautious. Others will attempt to mask their inner feelings by acting in outwardly confident and outrageous ways. People might be easily frustrated if they feel unsure of themselves. You will need to assess such characteristics and adapt your communication accordingly.
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Seeking assistance
You should recognise your personal and professional limitations when it comes to the management of conflict. If you feel that you lack the necessary skills or knowledge then it would be advisable to seek assistance. It might be necessary to use the services of an expert mediator or refer to a senior representative of your organisation. An advocate might also be required to argue on behalf of a group in your workplace.
Assistance will be essential when discussions become heated and progress is slow. A specialist conflict resolution expert may be consulted in accordance with your organisation’s policy and procedures. They should have the professional skills and knowledge required to lead and guide conflicting parties towards successful resolutions.
You may seek the following types of assistance:
➢ Mediation
➢ Employee assistance
➢ Advocacy
➢ Supervision/guidance by senior staff members
➢ Colleague support
Seeking the correct assistance
You should be aware that assistance is available to you and the parties in conflict. It will be possible to request emotional or mental support. There is also the option of obtaining assistance to deal with legal matters and clarify important information. You should follow the organisational policies and procedures when arranging assistance.
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Activity 2C
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2.4 – Identify and evaluate impact of conflict on business reputation and legal liability
Impact on business reputation
You should be aware that your approach to conflict management may have a significant bearing on the reputation of your business. If your efforts prove effective then the reputation of your business is likely to improve. There are a range of factors which will have a bearing on perceptions of your ability to handle conflicts. Success may be associated with the effect on sales, fairness of the resolution, and maintenance of business relationships. Customers may remain loyal and make repeat purchases if your positive business reputation is maintained.
Your employees may become stressed and resentful as a consequence of conflict. They may not collaborate effectively and the levels of productivity might decrease. Customers are unlikely to be impressed by the changed behaviour. They might start making complaints and cause further negativity within your organisation. It is possible that the conflict will have a snowball effect and end up causing significant damage to the organisation.
If your attempts at conflict management prove unsuccessful then your business reputation may be adversely affected. Stories might be spread after legal proceedings that have reflected badly on your organisation. Your customers might gossip and spread the word via social media. This is likely to have a negative impact on your business finances. People may choose companies with better reputations for conflict management. You might have to invest in advertising and reputation management in order to restore the positive standing of your organisation.
Legal liability
All businesses have a legal responsibility to provide a safe working environment and ensure that employees are protected against bullying, harassment, and other forms of workplace abuse. It is important that you take necessary action to ensure that conflicts are resolved without the need for legal proceedings. Any legal action that is taken is likely to place stress on employees and the organisation as a whole. It might result in workers taking time off and a decrease in productivity and business profits. Legal action is also likely to cause harm to the business reputation. Some court cases might be witnessed by members of the public. News may spread via local media and digital platforms.
Businesses in the tourism, travel, hospitality, and events industries should meet these legal requirements:
➢ Refusing the sale of alcohol to intoxicated customers
➢ Preventing minors from accessing licensed premises
➢ Refusing the sale of alcohol to minors
➢ Refusing the sale of tobacco and cigarettes to minors
➢ Preventing minors from accessing gambling areas
➢ Meeting the terms of business contracts
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Activity 2D
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2.5 – Evaluate options to resolve the conflict, taking into account organisational policies and constraints
Working towards a resolution
It is quite common for employees to follow standard response procedures when attempting to deal with conflict. However, this isn’t necessarily the best way of responding to conflict situations. Employees might even end up making the situation worse.
The options for responding to conflict include:
➢ Fight – Individuals may adopt an aggressive attitude and be unwilling to accept alternative viewpoints
➢ Flight – Individuals may completely ignore or avoid disputes, despite the potential for
successful resolution
➢ Freeze – Individuals may choose not to take action because they are
concerned about their ability to achieve acceptable outcomes
➢ Face – This is the generally the best approach and involves addressing the
situation calmly and with a planned approach.
It will be necessary to establish collaborative strategies for effective management and resolution of conflict. Each of the parties should accept some responsibility and take any actions deemed necessary. You may assume a neutral perspective and guide the respective parties through the conflict resolution process. Each party should have the opportunity to make contributions and find mutually agreeable solutions. There should be some compromise in order to establish common areas of agreement.
Discussing the process
You should provide clear explanations of the conflict resolution procedures and obtain the agreement of each party. These procedures should be written in accordance with your organisational policies and procedures for conflict management. If you clearly communicate your expectations then the respective parties should be able to prepare accordingly. You should also be able to address any uncertainty and confusion regarding the conflict.
Shared responsibility for conflict resolution offers the following benefits:
➢ Cooperation from parties involved
➢ Improved performance and productivity
➢ Better working relationships
➢ Less stress and pressures at work
➢ Improved morale.
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You are advised to arrange a brainstorming session for the purpose of identifying the various conflict resolution methods. Aim to generate as many ideas as possible and don’t make critical judgements. Choose and apply suitable criteria for the evaluation of the respective methods. Be aware that the different parties are likely to place different levels of emphasis on the criteria. Some might be keen to save money and quickly address the problems. Others may be keen to identify long-lasting solutions, despite the expenditure.
It will be necessary to identify the strengths and weakness of each recommended conflict resolution method. You should account for the perspectives of each party. Culture, age and other differences should be taken into consideration. You should ensure that there is common agreement regarding the most suitable solution. The needs of the respective parties and the wider organisation should be considered.
The types of strategies may be implemented include:
➢ A partnership approach
➢ Working cooperatively on solving the problem
➢ Third party assistance
➢ Mediation
You are advised to create a plan for your chosen method of conflict resolution. This should detail the expected time frame of the process and any actions that have to be taken. You will also need to revisit and re-evaluate your chosen solution. Consider whether you have achieved the conflict resolution aims and satisfied the needs of each party. Think about any changes that could be made for improved outcomes in the workplace.
It will be necessary to consider these policies and constraints:
➢ Complaints
➢ Customer service
➢ Disputes
➢ Exchanges
➢ Refunds
➢ Staff grievance
➢ Costs and budgets
➢ Lack of availability of replacement products or services
➢ Organisational policy on refunds or exchange.
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The Fair Work Commission
If you require advice and information regarding conflict resolution then you are advised to contact the Australian Fair Work Commission. They advocate fair and productive workplaces and are Australia’s national workplace relations tribunal. Further information can be found at their website: https://www.fwc.gov.au/creating-fair-workplaces/resolving-disputes-internally .
The Fair Work Act 2009 relates to workplace relations and related processes. The Act essentially offers a framework for cooperative and productive workplace relations for national economic prosperity and social inclusion for all Australian businesses. Further information can be found at https://www.fwc.gov.au/about-us/legislation-regulations/fair-work-act-2009.
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