Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.
Reading skills to:
➢ Research sources of internal and external assistance to resolve the conflict
Writing skills to:
➢ Prepare reports, noting comprehensive details of the conflict, the parties involved, discussions with all parties and the resolution
Initiative and enterprise skills to:
➢ Consider and suggest changes to workplace practices to avoid future conflict
Teamwork skills to:
➢ Discuss and resolve conflicts between team members
Range of Conditions Specifies different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included. Range is restricted to essential operating conditions and any other variables essential to the work environment.
Managing conflict must include:
➢ Acknowledging the views of all involved parties and providing them with opportunities to express them
➢ Responding to all involved parties in a sensitive, courteous, respectful and discreet manner
➢ Using effective conflict-resolution techniques and communication skills
➢ Minimising the impact of conflict on other colleagues and customers.
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Assessment Requirements
Performance Evidence
Evidence of the ability to complete tasks outlined in elements and performance criteria of this unit in the context of the job role, and:
➢ Resolve escalated complaints or disputes with customers in relation to at least three of the following matters:
o delays or poor timing of product or service supply
o incorrect pricing of product or service
o delays or errors in providing 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
➢ Resolve team member disputes in relation to at least two of the following complex matters:
o dispute or argument among work colleagues
o job duties or rosters
o lack of competence
o worker mistake
o dismissal
o cultural misunderstanding
➢ Take appropriate action in response to at least two of the following threat or conflict situations:
o customer refusing to leave or be pacified
o drug or alcohol-affected person
o person who appears to be violent or are threatening
o people involved in physical violence
o person with gun or arms
o situation where someone has been or may be hurt
➢ Use a range of conflict-resolution techniques and communication skills when seeking to resolve above situations
Knowledge Evidence
Demonstrated knowledge required to complete the tasks outlined in elements and performance criteria of this unit:
➢ Commonly occurring conflict situations in the tourism, travel, hospitality and event industries and their typical causes
➢ Conflict theory:
o signs
o stages
o levels
o factors involved
o results
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➢ Conflict resolution techniques:
o assertiveness
o negotiation
o use of appropriate communication
➢ Resources to assist in managing conflict:
o counsellors
o internal security staff
o mediators
o other staff members
o police
o senior staff
➢ Communication techniques:
o active listening
o empathising with the person’s situation while upholding organisational policy
o non-verbal communication and recognition of non-verbal signs
o language style
o questioning techniques
o those appropriate to different social and cultural groups
➢ Organisational policies and procedures for complaint, conflict and dispute resolution
Assessment Conditions
Skills must be demonstrated in an operational tourism, travel, hospitality or events environment where conflicts occur. This can be:
➢ An industry workplace
➢ A simulated industry environment.
Assessment must ensure access to:
➢ Current commercial policies and procedures for complaint, conflict and dispute resolution
➢ Internal and external customers and colleagues with whom the individual can interact to resolve conflicts; these can be:
o customers in an industry workplace who are assisted by the individual during the assessment process; or
o individuals who participate in role plays or simulated activities, set up for the purpose of assessment, in a simulated industry environment operated within a training organisation.
Assessors must satisfy the Standards for Registered Training Organisations’ requirements for assessors.
Links
Companion Volume Implementation Guide: – http://www.serviceskills.com.au/resources
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- Identify conflict situations
1.1. Identify potential for conflict and take swift and tactful action to prevent escalation
1.2. Identify situations where personal safety of customers or colleagues may be threatened and organise appropriate assistance
1.3. Identify and use resources to assist in managing conflict
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1.1 – Identify potential for conflict and take swift and tactful action to prevent escalation
Identification of workplace conflict
There are numerous signs of conflict in the workplace. You will need to identify these signs and take action if escalation is to be avoided. There should be regular opportunities for discussions with the employees and routine observations. You also have the option of issuing questionnaires and surveys for completion in the workplace.
The potential for conflict will be quite obvious in some instances. You might notice colleagues arguing or ignoring each other. Workers might also be resentful of staff members in positions of authority. They may feel that their contributions aren’t valued or that they should have more of a say in key business matters.
You should be aware of the association between employee satisfaction and productivity. If employees are concerned about negative relationships with their co-workers then the productivity is likely to decrease. You might discover that tasks are taking longer to complete and staff members are taking more sick days than usual. Employees may not be as motivated or engaged when working on organisational projects. They might be reluctant to volunteer for tasks or take on extra shifts. Customers may make complaints due to errors and general inefficiency.
You should look out for the visible signs of anger and resentment within your organisation. The employees may talk less in communal areas or speak behind each other’s backs. Derogatory comments might also be made, leading the workers to feel increased anger and frustration. It is quite possible that grievances and concerns will be raised more regularly. If you don’t take swift and tactful action then the problems are likely to escalate. It will then be more difficult to establish mutually agreeable solutions.
Employees will be more prone to make negative comments and show frustration when there is a potential for conflict. You should account for such comments, no matter how significant you think they are. Some employees will feel reluctant or wary of discussing the real reasons for concern. Their negativity might be caused by major internal problems within your organisation. Thorough investigations will be necessary if you are to identify the primary causes of worker discontent. You shouldn’t make any presumptions based upon changes in the behaviour of your employees. They might be negatively affected by problems at home or be feeling off colour. There will be a greater chance of identifying such issues if you maintain a regular stream of communication with the workers.
Other signs of workplace conflict include:
➢ Use of negative body language
➢ Development of cliques
➢ Noticeable changes in behaviour
➢ Workers speaking out of character
➢ Use of emotive language
➢ Eagerness to leave the workplace at the earliest opportunity
➢ Intolerance of other workers
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Deconstructive and constructive conflict
It is important to recognise that conflict can have positive as well as negative impacts in the workplace. Your organisation might be badly affected by deconstructive conflict. This will happen when the employees hold rigid viewpoints and unwilling to compromise. They are likely to seek personal satisfaction, despite the potentially negative effects on others. Behaviour associated with deconstructive conflict includes poor communication, avoidance and isolation. There will be a risk of worsening behaviour if such problems aren’t addressed at the earliest opportunity. There might be reports of threats, manipulation, and physical attacks.
You might be so worried about the potentially negative impacts that you strive for the avoidance of all workplace conflict. However, it should be recognised that a certain degree of conflict is good for business. Constructive conflict will involve co-operation between employees and shared commitment to the resolution of problems. The sense of respect and understanding will increase. Employees will place great value on the establishment and maintenance of positive relationships. They won’t be prepared to put the team at risk. Constructive conflict may lead to positive behaviours such as compromise, respect, sense of value and commitment to the organisation. It should allow for improved team morale and productivity. This type of conflict should be actively encouraged.
Preventing escalation
Positive action will be required upon the identification of deconstructive conflict in your workplace. If you address problems before they escalate then it should be possible to maintain positive working relationships and commitment to the organisation. Conflict resolution should be swift and decisive. However, you should spend a little time thinking about the most appropriate means of dealing with such conflict. If you employ the wrong tactics then there will be a risk of making the situation worse.
If you are confused or offended by the comments made by your co-workers then you should ask for clarification. They might not have considered the negative impact or intended to cause any ill feeling. You should also be prepared to compromise and account for differing perceptions and beliefs in the workplace. There may be some disagreement about the best ways of resolving workplace issues. However, it should be possible to establish mutually agreeable solutions, given time and effort. You should attempt to control your emotions and recognise that conflict is quite usual in the workplace. Ideally, there will be a shared commitment to avoiding escalation.
Any conflict resolution decisions should be made in the best interests of your organisation, following the policies and procedures in your workplace. You might not agree with the perspectives of another party. However, their points might make good business sense. You should also be prepared to allow other employees to vent their frustration. You should be prepared to listen and not cast negative judgement. Seriously consider any arguments that are made and attempt to find the middle ground. Employees might calm down and be able to consider alternative perspectives after releasing their pent up frustration.
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Consider the following ways of preventing escalation:
➢ Giving employees regular opportunities to voice their concerns and grievances
➢ Arranging meetings involving workers who are in conflict and highlighting the benefits of behavioural change
➢ Satisfying the personal and professional needs of employees
➢ Ensuring that workers are aware of laws regarding harassment, bullying and other forms of workplace conflict
It might be possible to arrange workplace conflict training for your employees. This should give them the opportunity to learn the primary signs of conflict and explore the possible methods of resolution. Workers should understand the importance of speaking respectfully, considering the use of language, and respecting other people’s perspectives. It might be possible to arrange a conflict management seminar or ask an expert to deliver a talk at your next workplace meeting.
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Activity 1A
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1.2 – Identify situations where personal safety of customers or colleagues may be threatened and organise appropriate assistance
Identifying threats
You will have to take action and deal with any threats to your customers and colleagues in order to maintain a positive business reputation and avoid legal ramifications. Victoria’s health and safety act of 1985 specifies the need for all employers to take measures for the prevention of workplace violence. Members of senior management are expected to accept responsibility and duty of care with regards to the safety of customers and employees. It might be necessary to deal with threats involving verbal abuse, racial abuse, harassment and physical violence.
You should be aware that the signs of threatening behaviour won’t always be obvious. People will demonstrate their anger and frustration in different ways. Individuals with particularly fiery characters may be prone to sudden and unexpected outbursts. Positive customer service techniques should be used in order to minimise the risks of threatening behaviour. It will always be necessary to take action upon the identification of threatening behaviour. However, you shouldn’t do anything that places you or anybody else at significant risk of harm. You should also understand that the safety of your colleagues and customers must take precedence over business property.
You are advised to look out for these signs of threatening behaviour:
➢ Flushed/pale face
➢ Sweating
➢ Fidgeting and pacing
➢ Trembling/shaking
➢ Clenched jaw/fists
➢ Speaking at increased volumes
➢ Shallow/rapid breathing
➢ Giving ‘dirty looks’ or avoiding eye contact
➢ Showing a lack of regard for personal space
➢ Adopting aggressive postures
➢ Making abusive gestures
Employees who have a considerable amount of contact with the public are considered at a raised threat of workplace violence. Those expected to handle money and work late night/early morning shifts will be at significant risk. There will also be a danger of bullying and harassment by managers and other employees in positions of authority. Obvious signs include verbal abuse and confrontational body language. However, some bullies act in a low-key manner and attempt to isolate the victims from their co-workers. There will be a risk of stress and stress-related illnesses if the signs aren’t identified and appropriate action isn’t taken.
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There is a certain degree of risk associated with the following situations:
➢ When people have consumed drugs or alcohol
➢ When people are carrying guns and other weapons with potential intent to harm
➢ When there has already been some physical harm and the perpetrators are still in the workplace
➢ When customers act in concerning ways
➢ When physical violence is being carried out
➢ When people raise their voices and make verbal insults
➢ When people attempt to exert their physical presence and damage business property
The types of threats that you might be exposed to include:
➢ Confrontation/harassment
➢ Theft
➢ Break-ins
➢ Internal security breaches
➢ Bomb threats
You should also be aware that there are some threats specifically associated with work in the tourism, travel, hospitality and event industries. You might have to deal with customers who are unable to provide proof of room bookings. It might be necessary to offer compensation for alternative accommodation in such instances. However, the customers may be persistent and unwilling to accept such offers. You might also have to deal with customers who create excessive noise and disruption in the hospitality environment. It might be necessary to issue warnings and remove such customers from the premises if they continue to cause disruption. It might also be necessary to deal with the follow-up complaints made by disgruntled customers. Alternatively, customers might complain about the quality of their accommodation. They might say that it doesn’t match up with the descriptions provided in your promotional literature. Such complaints should be dealt with in a fair and reasonable manner.
Appropriate actions
You should aim to remain as calm and positive as possible when dealing with threatening individuals. There will be a good chance of diffusing the situation if you demonstrate a sense of control and positivity. You might even use humour to relax the frustrated individual and build a personal connection. However, it will be necessary to conduct a rapid assessment of the situation and make appropriate decisions. If you are unsure of how to act in certain situations then it would be advisable to consult the company handbook. This should include the contact details of personnel who can provide assistance in high-risk situations.
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A general approach may be taken if you believe that the threat is relatively minor and there is no suspicion of weapons being used. You are advised to address the customers in a calm and authoritative manner. Questions may be posed to establish the reasons for dissatisfaction and anger. You should also ask for clarification to show that you are listening and actively interested in what the person is saying. It might be deemed necessary to accompany the angered individual to a quiet area for the relaxed discussion of any concerns. However, you should maintain a safe distance and not turn your back.
You will probably be keen to call for assistance and support when dealing with individuals who are acting in a confrontational manner. However, you should be aware that the levels of anger might increase if such individuals witness the request for help. They might wonder about your authority and ability to deal with the situation. It might be necessary to use prearranged signals and electronic devices for communication with your colleagues. It may be necessary to call the supervisor or duty manager. However, you should be prepared to contact internal security personnel or the police in instances of significant danger.
You might make contact in the following ways:
➢ Direct face-to-face contact in the workplace
➢ Telephone
➢ Pager
➢ Public address system
➢ Emergency reporting devices
Reporting workplace threats
All of the employees within your organisation should be given training and guidance on the identification and reporting of workplace threats. It will be necessary to follow organisational policies and procedures when reporting such behaviour. Relevant workplace reports should be completed accurately and honestly.
Details that should be reported include:
➢ Time and location of threatening behaviour
➢ Types of threatening language and actions taken
➢ Initial reaction to the threat
➢ Any details of previous encounters with the customer or colleague
➢ Actions that have been deemed necessary
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Activity 1B
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1.3 – Identify and use resources to assist in managing conflict
Identifying resources for conflict management
There are a number of resources which may be used for the purpose of managing conflict in the workplace. If you’re unsure about the suitability of such resources then it would be worth asking your supervisor. You are also advised to refer to organisational policies and procedures.
Counsellors
You may call upon the assistance of professional counsellors when workplace conflict results in frustration and reduced worker productivity. Angered employees may appreciate the opportunity to speak freely about their feelings with an impartial expert. This might enable the employees to gain some perspective and identify ways of resolving their problems. The counsellor might offer guidance and helpful recommendations. Counsellors can also help in the resolution of disputes and conflicts between employees. The UNITE approach might be used for the purpose of establishing shared understanding and agreement.
This approach involves:
➢ Understanding – The workers should establish a shared understanding of reasons for the conflict
➢ Negotiating – The workers should be prepared to negotiate and compromise in order to find mutually agreeable solutions
➢ Inviting – The workers should be encouraged to detail their concerns and recommend appropriate solutions
➢ Targeting – There should be an agreement regarding the aims of the conflict resolution. This should offer benefits for each party
➢ Evaluating – It will be necessary to evaluate the chosen method of resolution and ensure that it has been effective
It might be possible to arrange meetings with professional counsellors or to discuss workplace matters over the phone. The counsellor should have a good understanding of your industry and know which conflict resolution techniques should be used. You may opt to arrange group counselling sessions if there is a general conflict among the workgroup. However, one-on-one sessions may also be necessary. It will be necessary to introduce the counsellor to your employees and ensure that they know the types of assistance and guidance available.
Internal security staff
Internal security staff are likely to be found in different areas of your tourism, travel, hospitality, or event business. Your other employees will probably feel assured by the presence of such skilled workers. Customers are also likely to feel concerned about the repercussions of any threatening or confrontational behaviour. You should have the opportunity to call upon security staff in the event of physical or verbal abuse. They will be able to assist in the control of violent and aggressive behaviour. It might be deemed necessary to escort threatening customers away from the premises and ensure that arguments don’t escalate.
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Mediators
Mediators may play a key role when it comes to the prevention of conflict escalation. You might need to call on their assistance when discussing potentially disruptive organisational changes and differences of opinion between employees. They should carefully consider the points that are made and suggest appropriate forms of resolution. The zone of possible agreement (ZOPA) may be applied for the establishment of mutually agreeable solutions. People should be encouraged to consider the reasons for disagreement and any changes that might be necessary for general satisfaction. It is generally advisable to use mediation at an early stage before employees develop particularly strong viewpoints. However, it can also be used when other forms of conflict resolution prove ineffective.
Conflict mapping is one of the main tools used in conflict mediation. It involves the identification of personal needs specific to each of the parties in conflict. A manager might place significant value upon efficiency, harmony, and completion of work in accordance with deadlines. However, an employee might see the provision of guidance, prioritisation of tasks and restriction of the workload as being particularly important. It will be necessary to establish areas of agreement and conflict in the priorities and needs of each worker. An action plan should then be created, highlighting the appropriate means of satisfying each other’s needs. The relationship must be prioritised as part of this process.
Other staff members
All of the employees within your organisation must take some responsibility for the management of conflict. Workers should be prepared to accept responsibility for their actions and address the signs of conflict. Managers and other senior staff members should set a positive example and deal with issues before they escalate. A certain degree of conflict is to be expected and may actually help in the development of the organisation. However, steps must be taken to address the reasons for conflict and make any changes necessary. The line manager may be expected to arrange meetings and act as a mediator when employees voice their concerns and grievances. They should also ensure that employees act in accordance with established codes of conduct.
These staff members might help in the management of conflict:
➢ Colleagues
➢ Supervisors
➢ Managers
➢ Senior operators.
Police
It might be necessary to call upon the assistance of the police in particularly severe instances of workplace conflict. Their help might be required in the event of physical violence or verbal abuse. All employees will be expected to act in accordance with the relevant legislation and follow the policies and procedures which have been established by your organisation.
The police might be able to help you in the following ways:
➢ Mediating and facilitating communication in the workplace
➢ Conducting independent investigations
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➢ Adjudicating on matters of workplace conflict
➢ Providing physical support and ensuring that conflict doesn’t escalate
Government assistance
You should be aware that the Australian government offer various types of assistance for organisations with regards to conflict management. The Australian human rights commission takes responsibility for investigating instances of discrimination, harassment, and bullying. If you identify such issues then it would be worth visiting the human rights website (www.humanrights.gov.au) or calling 1300 656419.
The Fair Work Commission offers the following forms of assistance:
➢ Enterprise bargaining
➢ Industrial action
➢ Dispute resolution
➢ Termination of employment
➢ Help with other workplace issues
You can learn more about the services offered by the fair work commission on their website (www.fwc.gov.au) or by calling 1300 799675.
You should also be aware of the services offered by the Fair Work Ombudsman. They can provide information regarding the Australian workplace relations system, education on fair work practices, rights and obligations, and action for the enforcement of business legislation. They also arrange courses for employers who are required to have difficult discussions with their employees. You can contact the Fair Work Ombudsman via their website (www.fairwork.gov.au) or by calling 13 13 94.
Contact may also be made with these Australian service providers:
➢ Australian taxation office (www.ato.gov.au)
➢ Australian Federation of Employers and Industries (www.afei.org.au)
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Activity 1C
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2.1. Establish and agree on the nature and details of conflict with all parties and assess impact
2.2. Manage conflict within scope of own role and responsibilities, and according to organisational procedures
2.3. Take responsibility for seeking a solution to conflict within scope of own role and responsibilities, seeking assistance where required
2.4. Identify and evaluate impact of conflict on business reputation and legal liability
2.5. Evaluate options to resolve the conflict, taking into account organisational policies and constraints
2.6. Implement the best solution and complete required reports
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