Sydney Business & Travel Academy (SBTA)

1. Sydney Business & Travel Academy (SBTA) Deal with conflict situations Oimi Tam

2. Agenda for Sessions 1 & 2 • Welcome and Introductions • Class rules • Ice Breaking Games • Topics to be covered • Definition • Identifying conflict situations • The 5 stages of conflict 2

3. Who is your tutor?? • Oimi Tam • Have Master of Business from Newcastle Uni • Over 15 years in Operations, Management, Marketing, HR and Finance • Been teaching vocational education for over 9 years 3

4. Introductions • Where are you from? (on the Google map) • How is it different from Sydney? • What did you work at or study in your county • What sort of work do you do in Sydney? 4

5. Class Rules • What do you think they should be? (e.g. time, food, mobile phones, talking etc) 5

6. Housekeeping Issues • Location of toilets • Coffee break? • Emergency procedures & location of First Aid kits • Duty of care • Please keep the class room tidy • No food or drinks please 6

7. Ice Breaking Games

8. Stranded on an Island • Form a small group • Select a presenter to share with the class your ideas at the end of the game • Unfortunately you will be stranded on a desert island for an indefinite period of time • You may only bring one item or a total of five. with you and you only have a few minutes’ notice • What will you bring?

9. Stranded on an Island Continued • Share with your group your object, why you choose it and what you plan to do with it? • After every one has shared, instruct the groups to figure out how they can improve their chances of survival by combining the items in creative ways

10. Five Favourite Things • In groups of 3 – 5 (numbered off) • Everyone to introduce themselves by saying their name, where they are from and why they are studying in Australia • Select a note taker or team leader • Everyone to share with the group their five favourite things they like to do 10

11. Five Favourite Things • The note taker to share with the class all the things on their list • To see if there are any similar things that everyone in the class likes to do 11

12. This subject is • Deal with conflict situations (SITXCOM003A) 12

13. 3 Elements of this Unit Identify conflict situations Resolve conflict situations Evaluate conflict situations 13

14. Introduction to Conflict • Conflict! It can manifest itself in all situations in the tourism & hospitality industries • It's an industry that deals in people, in service. It's an industry with tight deadlines and pressure • It's an industry involving lots of people, all with different needs and expectations • Conflict is part of the industry 14

15. Introduction to Conflict • Conflict can be between co-workers, department managers, managers and their staff, suppliers and managers and of course between staff and the guest • We can't eliminate conflict, and in some cases we can't even resolve it. • All we can hope to do is to manage it 15

16. Introduction to Conflict • That is, manage conflict so that its harmful effects are eliminated or minimised • In some cases that means trying to manage the conflict to give a win-win situation for the parties involved • In other cases it may involve talking the situation through with an explanation and an apology 16

17. Introduction to Conflict • In still other cases it may involve simply acknowledging that differences in opinion exist and that we must find a way to accomplish the goals of our organisation, while accommodating these differences • This unit is about dealing with conflict in the tourism & hospitality industries 17

18. A formal defintion of conflict • Conflict is the process that results when someone or group perceives that another person or group is about to frustrate them. • Conflict involves differences that disrupt or disturb a person or group. • Use the following interactive activity to self test your knowledge (on e-journal) 18

19. Types of Conflict • The 2 main types of conflict • They are overt (open) and covert (hidden or secret) 19

20. How do you identify conflict? • When people are fighting or verbally abusing each other • Sometimes it is just a lot of tension between people and maybe not very obvious • A disagreement where both parties (people) will not listen to the other and that no solution is obvious Short extreme conflict cartoon (42 secs) http://www.youtube.com/watch?v=sRLaTTqG-qQ&feature=related 20

21. How do you identify conflict? (2) • Sometimes even people who do get on well together, may have disagreements or conflict • Sometimes they are minor issues that we soon forget and others are more serious which can cause damage to the people and the organisation http://www.youtube.com/watch?v=Vl4ASg5RzcU&feature=related 21

22. Conflict Group Activity Can you remember any conflict in your life? (maybe with a family member, friend, boss, colleague or relation) and how did you resolve it? 22

23. Conflict Group Activity Causes of conflict:Solutions: 23

24. Identifying situations that could result in conflict In the workplace, we encounter three broad areas where conflict could exist. These include: • Interpersonal conflict between staff members; • Organisational conflict between different sections, or managers; • Conflict involving the organisation's clients (customers and suppliers). 24

25. Causes of conflict Why might conflict exist between staff members? Three basic causes can be identified • Emotional Conflict • Conflict due to different needs • Conflict due to different values, attitudes and outlooks This is often called interpersonal conflict 25

26. 1. Emotional Conflict • Conflict caused by hurt feelings • This could be where someone says something "bad" or unwarranted about another, or where some action is taken that "hurts the feelings" of the other person 26

27. Example of Emotional Conflict • The supervisor who allocates work unfairly, the work colleague who starts a rumour • In fact any action that may intentionally or unintentionally cause hurt to another 27

28. 2. Conflict due to different needs. • This is something is stopping you from reaching your goal • This type of conflict occurs when some one or action, frustrates of hinders another person from getting what they want • That is they are prevented from achieving their goals 28

29. Example of different needs conflict • When the first shift has not completed all their allotted tasks by the time the next shift arrives, this puts the second shift behind schedule and places more work on them or when a supervisor continually gives the weekend shifts to a person who wants to party with friends on these days • it could simply be that Joe wanted to go on the training program, but Luke was chosen. 29

30. 3. Conflict due to different values, attitudes and outlooks • We all have a value system whereby we rank certain feelings and beliefs in order of importance • For some, the family is very important and so they would not want to work on Christmas Day when they feel that families should be together. 30

31. Conflict due to different values, attitudes and outlooks • Other conflict situations could involve two people having a different view or attitude to an aspect of work • There will always be people who hold different attitudes about things to us. Some of us believe in the existence of God, some of us do not • Conflict can exist as one party tries to force the other party to believe what they believe. 31

32. Identifying Conflict Situations • Identify potential for conflict quickly and take swift and tactful action to prevent escalation and any legal problems • Also it’s important to keep the peace to ensure the workplace is a good harmonious place to be 32

33. Conflict • It is the responsibility of the manager, supervisor or team leader to identify and manage the potential conflict in the workplace • However there are times when conflict can be healthy as it can move a relationship out of a rut, or bring about new ideas or ways of doing things i.e. be more creative and positive or necessary change 33

34. Causes of conflict • poor communication skills, such as lack of empathy, inability to listen actively 2) prejudice and preconceived opinions 3) fear that we might lose something (including face) 4) difference in values e.g. being late 5) differences in goals, wants, needs, expectations and clashes in personality 6) competition (Management Theory and Practice by Kris Cole) 34

35. The 5 stages of conflict 35

36. Unresolved conflict • By ignoring conflict the danger is that it deepens and creates a crisis • Good staff may ‘vote with their feet’ and leave • People may become irritable, moody, depressed, impatient and intolerant and thereby effect the work place and productivity 36

37. Common Responses to conflict Three (3) major types (Reaction): • Person’s internal responses (fight, flight or freeze) Can cause stress & illness • Hindering responses (obvious) Win – lose situations = resentfulness • Helpful responses Win – win outcome (Management Theory and Practice by Kris Cole) 37

38. Conflict Q & A • What is conflict? • Is it always bad? • How do you identify conflict? • What are the 5 stages of conflict? • What happens if you do not resolve conflict? 38

39. Indentifying Conflict Situations • Identifying quickly situations where personal safety of customers or colleagues may be threatened and organise appropriate assistance 39

40. Potential conflict situations • Customer complaints • Conflict among work colleagues • Refused entry • Drug or alcohol – effected persons • Ejection from premises 40

41. Potential conflict situations • Problems or faults with a service or product • Delays or poor timing of product or service supply • Misunderstandings or communication barriers 41

42. Potential conflict situations • Difficult or demanding customers • Customers with different or special needs or expectations Dealing with Difficult People (8.45 mins) http://www.youtube.com/watch?v=V-KMojzH8Ys&feature=related 42

43. Situations where personal safety may be a risk • Drug or alcohol-effected persons • People with guns or arms • Situations where someone has been or maybe hurt 43

44. Situations where personal safety may be a risk • People to appear to be violent or are threatening • Situations where customers refuse to leave or be pacified 44

45. Resources to assist in managing conflict • Senior staff • Other staff members • Internal security staff or police • Counsellors 45

46. Potential Sources of Conflict • To identify potential sources of conflict, you need to be able to identify: • Actions, behaviours or statements that could cause emotional hurt to another. • Actions, behaviours or statements that could hinder another from achieving their goal. • Actions, behaviours or statements that indicate a difference in peoples outlook that could escalate into open conflict 46

47. Summary • Expect conflict, so you can deal with it • Overt and convert conflict are shown in different ways • Identify potential conflict ASAP • Ensure that safety is not at risk due to conflict 47

48. Step by Step in managing conflict • Identify potential conflict • What level of conflict - safety • Analyse what the cause of the conflict is • Resolve the conflict • Evaluate or review the conflict situation and learn from it 48

49. Next Session 3 • Revision on Sessions 1 & 2 • Conflict and change • Thank you 49