CHAPTER 3- IDENTIFYING WORKPLACE CONFLICT (1).docx

***Welcome 'Conflict Resolution' *** **Recognizing and resolving conflicts is a crucial component of a manager&\#39;s or supervisor everyday job. Certain confrontations are little annoyances that can be forgotten in two minutes by the disputing parties. Others, if handled carelessly and professiona...

***Welcome 'Conflict Resolution' *** **Recognizing and resolving conflicts is a crucial component of a manager&\#39;s or supervisor everyday job. Certain confrontations are little annoyances that can be forgotten in two minutes by the disputing parties. Others, if handled carelessly and professionally, could seriously harm professional relationships or customer service standards.** **As you progress through this chapter, you will have the ability to recognize possible conflict situations and take prompt action to resolve them. After that, you will acquire some conflict-resolution techniques. Lastly, you will examine client complaints and the proper means of handling them.** **Relationship to Competency Standards** **This chapter provides the underpinning knowledge and skills necessary to** **achieve the following unit of competence.** ** Deal with conflict situations.** **Chapter Organization** **The material in this chapter is divided into 3 topics:** **1. Identifying Workplace Conflict** **2. Resolving Conflict** **3. Responding to Client Complaints.** **Assessment for this Chapter** **For you to show competency in this chapter you will need to** **demonstrate your skills in handling difficult interpersonal situations, both** **with customers and colleagues.** **The activities and self-assessment tasks for each topic will help you** **achieve competency in this chapter.** **Definition of Conflict** **When two or more parties expressly differ in their needs, objectives, goals, or values, conflict results. It might or might not lead to an disagreement, conflict, or fight It critical to comprehend this definition. Not every conflict arises from blatant disagreements. Disagreements are handled differently by various people. It can sometimes create just as much trouble or even more than it does for someone to openly quarrel when they choose to express their different wants by making nasty comments or producing silent disturbances.** **Hence, conflict at the workplace can lead to intentional attempts by one individual or group to obstruct the efforts of another, or it can result in one person or group achieving their goals at the expense of another. When conflict is not properly managed and is allowed to spiral out of control, it can result in power struggles, disagreements, and even animosity among team members. Anxiety, rage, frustration, and decreased productivity are all caused by conflict. It depresses spirits.** **Here are some examples of conflict you might encounter:** - **Staff/team members will argue when one person perceives that** - **another is not doing their share of the work.** - **Conflict may occur when poor communication within the workplace** - **leaves individuals unsure of what is happening.** - **Conflict may occur when tips are not shared.** - **Conflict may result when one person feels that favoritism is occurring.** - **Conflict may result if staff members are not treated equally.** - **Be aware of what is happening around you.** - **Identify signs that problems are developing and conflict may arise** - **Be assertive when communicating with members of the team.**  Is conflict a bad thing? Not necessarily. If employees do not care about their workplace and working conditions, there will be no conflicts. The fact that people argue means they have a stake in the issue and care about the results of other people's action. As a supervisor or manager, you will be responsible for dealing with workplace conflict. It will be least damaging and may even improve relationships or workplace procedures, if conflict is dealt with early. You need to be on the lookout for signs that conflicts might be starting. **Signs of Potential Workplace Conflict**  Team members may start having minor disagreements. Image result for Team members may start having minor disagreements.  Individual team members may start arriving late to work.   Customers may become agitated while waiting to be served or when talking to staff. Image result for Customers may become agitated while waiting to be served or when talking to staff **Stages of Conflict** The Conflict Resolution Network (PO Box 1016, Chats wood, NSW, 2057) describes five stages of conflicts: **1. Discomforts** Things don't feel right; you feel uncomfortable but may not be sure why; it may be difficult to identify the problem.  **2. Incidents** Short sharp exchanges occur without lasting internal reaction; something has occurred that leaves you feeling irritated or upset or with a result you did not want. **3. Misunderstandings** Motives or facts may be confused or misconceived; your thoughts keep returning to the problem.  **4. Tension** Negative attitudes and fixed opinions weigh down relationships; there are likely to be significant changes in the way you react to or feel about others; the workplace relationship is a source of constant worry and concern. Image result for Tension **5. Crisis** Behavior is affected; normal workplace functioning becomes difficult even impossible in some instances; extreme gestures may be used; you are dealing with a major event such as a team member resigning or being fired.  resolved early on. Look out for signs of the early stages of conflict discomfort, incidents or misunderstandings, and you will have a better chance of successful resolution and improved workplace relationships. ***Conflict and How it Affects the Individual*** How you as an individual react to conflict has a major effect on the outcome and then degree of the conflict situation. **Attitudes -** The attitude you take as a supervisor or manager will affect the outcomes. **IF YOU ARE -** thinking that you will lose anyway, the crisis may develop --- especially if your team members need you to intervene. You will probably avoid dealing with the issue altogether. Even if you avoid dealing with the conflict, it will not help in the long term, with relationships being negatively affected. This is often called a Lose-Win Attitude --- you are going to lose and you expect the other party to win. **IF YOU ARE ASSERTIVE** - you are seeking for both parties to win, you will use mutual problem-solving techniques and tension will lessen. Crisis may be avoided. Being assertive means taking into consideration your own rights of the party, and communicating clearly. An assertive attitude is often called Win-Win, as you want and expect all parties involved in the conflict to win. **Attitudes, Values and Beliefs** Each individual within the team will have their own set of values, attitudes and beliefs. These will be based on their cultural, religious and educational backgrounds. When you have team members from different cultures, backgrounds and even educational levels, these differences can potentially cause conflict. **ROOM DIVISION MANAGEMENT AND CONTROL SYSTEM**  An **attitude** is our way of thinking and how we assess and approach life and work on a daily basis. Attitudes can change fairly easily.  Our **values** are our personal principles and standards that follow fairly consistently as values are more deeply held than attitudes.  **Beliefs** may be based on our culture and religion. As each of these points varies from person to person, so will the effect of these issues influence the level and range conflict situation in the workplace. For instance, a team member who places high value on maintaining high standards with his work may cause conflict when others do not meet their own standards. A team member who has a particular day of the week rostered off for religious reasons may unwittingly cause conflict within the team if they feel this team member is treated differently. **Workplace Factors in Conflict** It is not the differences in the team members' individual behavior and beliefs that cause conflict in the workplace. There are other factors that cause conflict that the supervisor must be aware of. By reducing these factors, you will be providing your team members with a good work environment and will ensure that they are not contributing factors to conflict. **Some of these factors are:**  Poor workplace layout, lighting or temperature Image result for Poor workplace layout, lighting or temperature  Lack of equipment to do the job   Poor maintenance of equipment and workplace Image result for Poor maintenance of equipment and workplace  Lack of training and skills of team members   Understaffing Image result for Understaffing  Inadequate breaks