Deal with conflict situations

1. Deal with conflict situations Sessions 6 Resolving conflict

2. Recognising Conflict Most people can see when a conflict is about to arise or has arisen. If the conflict situation is recognised, diffused and solved quickly, it should not escalate. Look for: • agitated body language - crossed arms, tapping on the counter, hands on hips, restless movements • signals of impatience - does not listen to or interrupts explanation, aggressively pulls brochures out of the display, pushes in on other customers • tone of voice - raised or harsh voice, speaking fast, use of an angry tone • eye contact - staring harshly or scowling • physical contact - stands too close, leans over counter • language - repeats themselves, uses sarcasm, sighs, swears, accuses or blames

3. Resolving conflict situations Once you have identified the conflict, the next step is to utilise skills which will enable you to resolve it in the most effective manner. • be attentive to your customer or colleague • concentrate on the issue, not on the person • target the key points of the conflict • investigate by asking a full range of questions • verify the outcome that the other person wants

4. Five methods which can be used to manage the situation. • 1. Win/Lose • 2. Lose/Win • 3. Lose/Lose • 4. Win/Lose - Win/Lose • 5. Win/Win

5. 1. Win/Lose • The strategy is win at all cost, without taking into consideration any alternatives. • This method can be used in emergency situations where decisive action is needed. • It can be used when someone must assume control because past methods have failed. • Unfortunately, it always means that the other party will lose!

6. 2. Lose/Win • This method involves the accommodation approach, where one person is happy to accept another person’s argument. • Both choose not to resolve the problem. • This method is also used when learning about other people’s beliefs, values and actions.

7. 3. Lose/Lose • This method involves the avoidance approach, when both parties choose to ignore the conflict in order to maintain peace. • They choose not to acknowledge or deal with the problem. • This method is best applied when the conflict is in crisis and neither party will benefit from the argument. • It allows each party to be calm and consider the case in a more rational manner.

8. 4. Win/Lose - Win/Lose • This method is the compromise approach, when both parties agree to differ and a concession is agreed upon. • This method involves negotiation and being flexible with the outcome. • This method is used when the argument is complex or when there is not just one possible solution. • Sometimes outside pressures or time constraints will encourage a compromise.

9. 5. Win/Win • The Win/Win method involves the collaboration approach. • Both arguments are heard and assessed and being taken into consideration. • This method benefits all involved. • For collaboration to be successful, both parties must respect and trust the other’s opinion. • They must be prepared to resolve the conflict and to explore beyond the visible problem. • This method can be used when compromising is not an alternative. • When there is room for improvement, this can be achieved through collaboration.

10. Conflict resolution techniques For such conflicts it is appropriate to use a "problem solving" technique. • Identifying and defining the problem. • Generating alternative solutions. • Evaluating the alternative solutions. • Selecting the most appropriate solution. • Implementing the solution. • Follow-up evaluation of the effectiveness of that solution.

11. Conflict resolution approaches • Coercion • High Assertiveness / Low Cooperation. Coercion is used when one party uses threats or intimidation in order to get things their way • Avoidance • Low Assertiveness / Low Cooperation. In this approach, the party considers it important to place the wishes of the other party as the desired outcome • Accommodation • Low Assertiveness / High Cooperation. In this approach, the party considers it important to place the wishes of the other party as the desired outcome. • Collaboration • High Assertiveness / High Cooperation. This approach requires the parties to agree on common goals and work together to satisfy each others needs.

12. Interpersonal conflict resolution • Emotional • Communication. Whenever hurt feelings are involved, it will be important that the parties communicate their feelings and reasons to each other. • Different needs • Compromise. Compromise involves both parties being prepared to give and take. It is an attempt at satisfying to some extent each others needs and wants.

13. Interpersonal conflict resolution • Different values • Agree to disagree. Too often we waste time and effort trying to convince someone to believe or value what we believe or value. • In cases like this we must be able to recognise that the other person "just thinks differently to us". Not necessarily wrongly or badly, just differently and that we will have to agree to disagree, and leave it at that.

14. Responding to complaints • Sometimes the customer is in the right, sometimes the customer is not! • For example, dealing with a customer who is under the influence of alcohol and refusing them another alcoholic drink is a situation where the customer is not in the right.

15. For this section we will follow the path of two different conflicts Conflict 1: The Intoxicated Guest • It is 11 pm, in the bar of a busy city hotel. Robert has been with his friends and has been drinking heavily. He is getting married tomorrow and his mates have organised a "bucks night" for him at your hotel. There are six in the party. With intoxicated people you have a legal obligation not to serve them, as you will discover in topics such as Responsible Service of Alcohol, Security or Crowd Control. The conflict may arise when you, as the bar attendant, refuses to serve another drink to the customer.

16. The Intoxicated Guest (Cont…) • 1. Be polite, but assertive. Conduct yourself in a non-threatening manner. • 2. Highlight the legal aspects • 3. Talk about yourself and not the intoxicated customer. • Use: "I will be in trouble..." • "I can not risk it." • "It is my responsibility", etc. • Avoid focusing on them by saying: • "You are too drunk.." • "You have had enough" • "You should leave now • 4. Offer an alternative beverage (complimentary if necessary)

17. Conflict 2: The error in the travel agency • M/s Jones had received both the itinerary and the ticket for her journey. The traveller requested that the itinerary times be in am/pm as she has trouble understanding the 24 hour clock. • The itinerary read that the flight left at 11.00 pm, the time when M/s Jones presented herself at check-in. Unfortunately, the itinerary was incorrect. The ticket was for a flight that left 12 hours earlier (1100hrs). • M/s Jones had to be Sydney the next day for her son, Robert's, wedding. The only option was to pay full rates (her previous ticket was heavily discounted). Naturally she was upset at not being able to board her plane and that she had to pay another full fare. • Because the Hospitality and Tourism industry involves so many people, and because people are not infalable, errors and mistakes will happen. It is how we deal with them that is important. Consider the following points in handling complaints like the one above.

18. In responding to customer complaints, several principles should be followed. Handle the complaint sensitively, courteously and discreetly. • For this, use your active listening skills • Handling the problem sensitively means NOT discounting their feelings, or treating their problem casually. • Try to keep the complaint contained. Take the customer to a quiet area if possible to discuss the issue. Certainly do not raise your voice. If you remain calm, you might just be encouraging the complainant to do the same.

19. What are the steps for handling complaints? 1. Listen • This helps calm them down and prevents everyone else from hearing. • Show empathy • “I understand how you feel”. Apologise for the specific complaint, if appropriate • Confirm details • Find a mutually acceptable solution • The client will feel better simply from airing his/her complaint. • Follow up • to make sure everything is alright now.

20. You should NOT do:

21. How customers express complaints • Customers will usually complain: • As soon as the problem arises • After they have left • To another part of the organisation • Aggressively or pleasantly. • However they complain, customers really just want, and expect, to be taken seriously, have their problem fixed, and be treated courteously.

22. Complaint handling strategy There is usually a standard framework within which complaints will be handled by an enterprise, but most will follow a similar procedure: • Listen and acknowledge the complaint – don’t take it personally though. • Express concern and empathise – be sincere. • Take responsibility – someone has to! • Indicate what action will be taken – either fix it if within our power, or refer the problem to someone else who can. • Take action – don’t delay, it will only make it worse. • Follow up – even if we have passed on to someone else, we can call them to see if what was promised was done. Also call the customer to check they were satisfied with the resolution. If not, offer alternatives. Either way, ensure the matter is recorded.