Posted: March 25th, 2021

SITXCOM005 Manage conflict Assignment

SIT40516 CERTIFICATE IV IN
COMMERCIAL COOKERY
CRICOS COURSE CODE:0100891

SITXCOM005 Manage conflict

Assignment

T A B L E O F C O N T E N T S
Table of Contents ………………………………………………………………………….3
UNIT Introduction ………………………………………………………………………….6
About This Resource……………………………………………………………………..6
About Assessment ………………………………………………………………………..6
Elements and Performance Criteria …………………………………………………8
Performance and knowledge evidence …………………………………………….9
Performance Evidence …………………………………………………………………..9
Knowledge Evidence……………………………………………………………………10
Assessment Conditions………………………………………………………………..12
pre-Requisites …………………………………………………………………………….12
Topic 1 – IDENTIFY CONFLICT SITUATIONS………………………………..13
Identify potential for conflict and take swift and tactful action to prevent
escalation …………………………………………………………………………………..13
What is Conflict? ………………………………………………………………………………………………..13
Conflict theory ……………………………………………………………………………………………………14
Signs …………………………………………………………………………………………………………….14
Stages …………………………………………………………………………………………………………..14
Levels ……………………………………………………………………………………………………………15
Factors involved………………………………………………………………………………………………15
Results…………………………………………………………………………………………………………..16
Conditions creating conflict situations…………………………………………………………………….16
Conflict as a process …………………………………………………………………………………………..17
Response styles…………………………………………………………………………………………………17
How to deal with conflict………………………………………………………………………………………19
How to use it ……………………………………………………………………………………………………..19
Containing conflict………………………………………………………………………………………………20
Handling conflict…………………………………………………………………………………………………20
Identify situations where personal safety of customers or colleagues may
be threatened and organise appropriate assistance and Identify and use
resources to assist in managing conflict………………………………………….21
Signs of potential conflict……………………………………………………………………………………..21
Crisis situations ………………………………………………………………………………………………….22
Resources to assist in managing conflict………………………………………………………………..23
Other staff members ………………………………………………………………………………………..23
Senior staff …………………………………………………………………………………………………….23
Mediators……………………………………………………………………………………………………….23
Counsellors…………………………………………………………………………………………………….23
Internal security staff………………………………………………………………………………………..23
Police…………………………………………………………………………………………………………….23
Topic 2 – Resolve conflict……………………………………………………………..25
Establish and agree on the nature and details of conflict with all parties
and assess impact and Identify and evaluate impact of conflict on
business reputation and legal liability ……………………………………………..25
The cost or impact on others of Conflict …………………………………………………………………26
Manage conflict within scope of own role and responsibilities, and
according to organisational procedures…………………………………………..29
Facilitating discussions between parties involved in conflict ………………………………………29
Organisational policies and procedures for complaint, conflict and dispute resolution ……30
Take responsibility for seeking a solution to conflict within scope of own
role and responsibilities, seeking assistance where required……………..32
Evaluate options to resolve the conflict, taking into account organisational
policies and constraints ………………………………………………………………..33
Implement the best solution and complete required reports……………….33
Conflict-resolution techniques……………………………………………………………………………….33
Assertiveness …………………………………………………………………………………………………34
Negotiation …………………………………………………………………………………………………….34
Use of appropriate communication techniques……………………………………………………..34
Complete reports………………………………………………………………………………………………..36
Topic 3 – Evaluate conflict resolution ……………………………………………..37
Communicate with parties involved to seek and provide feedback on
conflict and its resolution ………………………………………………………………37
Evaluate and reflect on the conflict and effectiveness of the solution…..37
Determine possible causes of workplace conflict and provide input for
workplace enhancement and improvements ……………………………………39
Commonly occurring conflict situations in the tourism, travel, hospitality and event
industries and their typical causes…………………………………………………………………………39
summary…………………………………………………………………………………….41
References…………………………………………………………………………………42

U N I T I N T R O D U C T I O N
This resource covers the unit SITXCOM005 – Manage conflict.
This unit describes the performance outcomes, skills and knowledge required to resolve
complex or escalated complaints and disputes with internal and external customers and
colleagues. It requires the ability to use effective conflict resolution techniques and
communication skills to manage conflict and develop solutions. It does not cover formal
negotiation, counselling or mediation.
The unit applies to all tourism, travel, hospitality and event sectors.
The unit applies mainly to senior operational personnel, supervisors and managers who
operate with some level of independence and use discretion and judgement to resolve
conflicts.
No occupational licensing, certification or specific legislative requirements apply to this unit at
the time of publication.
About This Resource
This resource brings together information to develop your knowledge about this unit. The
information is designed to reflect the requirements of the unit and uses headings to makes it
easier to follow.
You should read through this resource to develop your knowledge in preparation for your
assessment. At the back of the resource are a list of references you may find useful to
review.
As a student, it is important to extend your learning and to search out textbooks, internet
sites, talk to people at work and read newspaper articles and journals which can provide
additional learning material.
Your trainer may include additional information and provide activities, PowerPoint slide
presentations, and assessments in class to support your learning.
About Assessment
Throughout your training, we are committed to your learning by providing a training and
assessment framework that ensures the knowledge gained through training is translated into
practical on the job improvements.
You are going to be assessed for:

• Your performance and knowledge using written and practical activities that
apply to a workplace environment.
• Your ability to apply your learning to the workplace.
• Your ability to recognise common principles and actively use these on the job.
You will receive an overall result of Competent or Not Yet Competent for the assessment of
this unit. The assessment is a competency based assessment, which has no pass or fail.
You are either competent or not yet competent. Not Yet Competent means that you still are
in the process of understanding and acquiring the skills and knowledge required to be
marked competent.
The assessment process is made up of a number of assessment methods. You are required
to achieve a satisfactory result in each of these to be deemed competent overall.
All of your assessment and training is provided as a positive learning tool. Your
trainer/assessor will guide your learning and provide feedback on your responses to the
assessment. For valid and reliable assessment of this unit, a range of assessment methods
will be used to assess practical skills and knowledge.
Your assessment may be conducted through a combination of the following methods:
• Written Activity
• Case Study
• Observation
• Practical tasks
• Short answer questions
• Third Party Report
The assessment tool for this unit should be completed within the specified time period
following the delivery of the unit. If you feel you are not yet ready for assessment, discuss
this with your trainer/assessor.
To be successful in this unit, you will need to relate your learning to your workplace. You may
be required to demonstrate your skills and be observed by your assessor in your workplace
environment. Some units provide for a simulated work environment, and your trainer and
assessor will outline the requirements in these instances.
E L E M E N TS A N D P E R F O R M A N C E
C R I T E R I A

1. 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
2. Resolve conflict 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
3. Evaluate conflict
resolution 3.1 Communicate with parties involved to seek and
provide feedback on conflict and its resolution
3.2 Evaluate and reflect on the conflict and effectiveness
of the solution
3.3 Determine possible causes of workplace conflict and
provide input for workplace enhancement and
improvements
P E R F O R M A N C E A N D K N O W L E D G E
E V I D E N C E
This describes the essential knowledge and skills and their level required for this unit.
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
• 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
A S S E S S M E N T C O N D I T I O N S
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
P R E – R E Q U I S I T E S
This unit must be assessed after the following pre-requisite unit:
There are no pre-requisites for this unit.
T O P I C 1 – IDENTIFY CONFLICT
SITUATIONS
Welcome to the unit SITXCOM005 – Manage conflict.
This unit describes the performance outcomes, skills and knowledge required to resolve
complex or escalated complaints and disputes with internal and external customers and
colleagues. It requires the ability to use effective conflict resolution techniques and
communication skills to manage conflict and develop solutions. It does not cover formal
negotiation, counselling or mediation.
The unit applies to all tourism, travel, hospitality and event sectors.
The unit applies mainly to senior operational personnel, supervisors and managers who
operate with some level of independence and use discretion and judgement to resolve
conflicts.
No occupational licensing, certification or specific legislative requirements apply to this unit at
the time of publication.
In this unit you will learn how to:
• Identify conflict situations
• Resolve conflict
• Evaluate conflict resolution
Let’s begin!
Identify potential for conflict
and take swift and tactful
action to prevent escalation
What is Conflict?
Conflict in the workplace is a serious issue where the is a clash between the interests,
personalities, beliefs, etc. of two or more people. This can lead to negative feelings towards
each other, which can start to harm the productivity of the group.
Conflict theory
Signs
There are many early warning signs of conflict in the workplace, even if they go unnoticed.
These warning signs may be either a cause or a result of conflict. Either way, it will be
important to observe the workplace to discover if any conflict is occurring.
Some of the causes of conflict may include:

• Staff not performing as expected – staff not meeting their expectations for
productivity or effort
• They seem uninterested in the happenings of the workplace and are less
dedicated to their projects and work
• There are staff members who are trying to get away from work, take time off,
quit, be transferred, etc.
• Some staff members are frequently breaking the rules of the workplace
• There is disrespectful talking, gossiping, and exclusion amongst staff
Stages
There are five stages of conflict which contribute to the conflict process. These five stages
are the Latent stage, the Perceived stage, the Felt stage, the Manifest stage, and the
Aftermath stage.
The Latent stage is the first stage of conflict. It is where there is a conflict forming, but the
people involved are not aware of it yet. For example, when a supervisor places an order with
your supplier, there is a typo on the order form, and instead of 4 boxes of spinach, you are
getting 1 box. Neither the supplier, the supervisor, nor you know there is a conflict about to
happen.
individuals included don’t know about it yet. For instance, when an administrator submits a request with

your provider, there is a grammatical mistake on the request structure, and rather than 4 boxes of spinach, you are

getting 1 box. Neither the provider, the director, nor you know there is a contention going to

occur.

Note that in the inactive stage, if the contention is a more close to home or passionate one, there is a

chance for it to develop within those included and be released where it right away

hurries into the Manifest stage and turns into a considerable issue

In the Perceived stage, everybody engaged with the contention knows that it is going on. In our
Note that in the latent stage, if the conflict is a more personal or emotional one, there is a
chance for it to build-up inside of those involved and be unleashed where it immediately
rushes into the Manifest stage and becomes a substantial issue
In the Perceived stage, everyone involved in the conflict is aware that it is happening. In our
example, this could be when you read over the order form or when the delivery arrives.
The Felt stage is the next stage of conflict, and this is where the conflict causes emotions to
run high, usually forming into stress and anxiety. The 4 boxes of spinach were needed for a
function that day, and there isn’t enough. The supervisor is stressed because they made a
mistake and you are anxious that you’re going to have big problems with this function.
The Manifest stage is where the conflict can be easily observed. This is usually through
some form of communication. For our example, this would be where you confront the
supervisor who placed the order and hear their side of the story. Others can see this
conversation, thus making it observable.
The final stage is the Aftermath stage. In this stage, the conflict reaches its outcome, either
positive or negative. This is where either a solution to the cause of the conflict is found, or it
becomes an even bigger conflict that can continue for a long time. In our example, the
aftermath of the conflict would be an apology from the supervisor and arrangements made
with the supplier to rush deliver the rest of the spinach.
Levels
Along with the stages of conflict, there are also levels of conflict, ranging from small healthy
conflict situations that can help to inform and teach participants up to full-blown emotion
fuelled conflict where neither party wishes to back down.
The levels of conflict are:
• Problem to solve – this is the lowest level where the conflict is nothing more
than trying to solve the problem at hand. Everyone is collaborative, open, and
willing to share their knowledge
• Disagreement – one step up is disagreement, where both sides believe they
are correct and the other is wrong. Those involved try to ensure they will get
the best possible outcome for themselves and will start to hold back
information, leaving their words up to interpretation. Normally this will
resolve itself
• Contest – the contest level is where the conflict really starts to show itself.
This is where the parties involved in the conflict are determined to “win”.
Small issues become large and glaring, and factions start to form. It is harder
to find a peaceful solution as everyone is focused on winning and being right
• Crusade – this level of conflict is where outside mediation becomes necessary.
The sides that have formed are no longer interested in a solution, but more
interested in having either themselves or the other sides removed from the
team
• War – the final level of conflict, this is where no constructive resolution can be
had. You will need to separate the parties and try to de-escalate the conflict
before a peaceful solution can be had1
Factors involved
Conflict can occur between people from a range of different factors, including:
• A difference in how they interpret facts, methods, or goals
• Differing values and beliefs
• The ways they treat individuals and groups
1 https://dzone.com/articles/agile-managing-conflict
• Work ethics
• Personality types
Results
Although it may not seem like it, there are some cases where conflict can have a positive
outcome. Positive outcomes are achieved by ensuring the situation is resolved in a way that
leaves all parties satisfied and helps to improve work performance.
Positive conflict will usually show an increase in work performance, whereas negative conflict
can show a decline in work performance.
So, as you can see from this, it is important to try and secure a positive outcome from the
conflict that occurs in the workplace.
Conditions creating conflict situations
There are four basic conditions in the workplace that foster conflict situations.
• High-stress environments
• Ambiguous roles and responsibilities
• Multiple boss situations
• Prevalence of advanced technology
These conditions can be broken down further and are outlined below:

• Ambiguous jurisdiction, which occurs when two individuals have responsibilities
which are interdependent but whose work boundaries and role definitions are not
clearly specified.
• Goal incompatibility and conflict of interest refer to accomplishment of different
but mutually conflicting goals by two individuals working together in an
organisation. Obstructions in accomplishing goals and lack of clarity on how to
do a job may initiate conflicts. Barriers to goal accomplishment arise when goal
attainment by an individual or group is seen as preventing another party
achieving their goal.
• Communication barriers, as difficulties in communicating, can cause
misunderstanding, which can then create conflict situations.
• Dependence on one party by another group or individual.
• Differentiation in organisation, where, within an organisation, sub-units are
made responsible for different, specialised tasks. This creates separation and
introduces differentiation. Conflict situations could arise when actions of sub
units are not properly coordinated and integrated.
• Association of the parties and specialisation. When individuals specialised in
different areas work in a group, they may disagree amongst themselves because
they have different goals, views and methodologies owing to their various
backgrounds, training and experiences.
• Behaviour regulation. Organisations have to have firm regulations for individual
behaviour to ensure protection and safety. Individuals may perceive these
regulations differently, which can cause conflict and negatively affect output.
• Unresolved prior conflicts which remain unsettled over time create anxiety and
stress, which can further intensify existing conflicts. A manager’s most important
function is to avoid potential harmful results of conflict by regulating and
directing it into areas beneficial for the organisation2
Conflict as a process
Conflict is a dynamic process. In any organisation, a modest amount of conflict can be useful
in increasing organisational effectiveness. The following are stages involved in the conflict
process and appear in the order of:
• The conflict situation
• Awareness of the situation
• Realisation
• Manifestation of conflict
• Resolution or suppression of conflict
• After-effects of a conflict situation
Response styles
Everyone responds to situations differently. When dealing with conflict, you must understand
the different response style that you may come across.

According to Turner and Weed (1983), responses can be classified as follows:
• Addressers are the people who are willing to take initiatives and risk to resolve
conflicts by getting their opponents to agree with them on some issues.
Addressers can either be first-steppers or confronters:
2 http://www.fao.org/docrep/W7504E/w7504e07.htm

o First-steppers are those who believe that some trust has to be established
to settle conflicts. They offer to make a gesture of affability, agreeableness
or sympathy with the other person’s views in exchange for a similar
response.
o Confronters think that things are so bad that they have nothing to lose by
a confrontation. They might be confronting because they have authority
and a safe position, which reduces their vulnerability to any loss.
o Feeling-swallowers swallow their feelings. They smile even if the situation
is causing them pain and distress. They behave thus because they consider
the approval of other people important and feel that it would be
dangerous to affront them by revealing their true feelings.
o Subject-changers find the real issue too difficult to handle. They change
the topic by finding something on which there can be some agreement
with the conflicting party. This response style usually does not solve the
problem. Instead, it can create problems for the people who use this and
for the organisation in which such people are working.
o Avoiders often go out of their way to avoid conflicts.
o Direct front aggressors are the furious individuals who assault transparently; they make

work more lovely for the individual who is the objective since their assault

generally produces compassion, backing and understanding for the objective.

o Behind-the-back aggressors are hard to deal with on the grounds that the objective

individual isn’t certain of the wellspring of any analysis, nor even in every case sure that

there is criticism.3

• Concealers face no challenge, thus say nothing. They hide their perspectives and emotions.

Concealers can be of three sorts:

• Attackers can’t hush up about their emotions. They are irate for one or

another explanation, despite the fact that it may not be anybody’s deficiency. They express their
feelings by attacking whatever they can, even though that may not be the cause
of their distress. Attackers may be up-front or behind-the-back:
3 .
How to deal with conflict
When it comes to dealing with conflict, the most important thing to do is communicate. In
these situations, people can often become aggressive or anxious. By remembering the
following things, you will be able to keep things on track and be able to deal with people in
conflict situations.

• Stay calm. It’s quite possible that at least one person may be in a very excitable, volatile state. If
you are in the same condition, the chances of coming to a resolution are very small. You must
remain calm.
• Find a private space. If the conflict was initiated in front of other team members, ask the person to
go with you to your office or a conference room to discuss the conflict out of the way of prying eyes
and ears. The fewer disturbances the conflict creates for the group, the better.
• Look for the real issue. When a team member feels strongly enough about something to act, he or
she may cloud the issue by making far-flung accusations and ultimatums. You need to get to the
heart of the matter and find out what is really upsetting them. Ask simple things like, ‘Can you tell
me more about what happened?’
• Meet the problem head-on. Don’t avoid the real issues. Now is the time to engage in the conflict
and acknowledge any correct facts presented by the other person. Then, either agree or disagree
with them. If you disagree, explain your reasons clearly.
• Solve the problem. Work with the individual to figure out how to change his or her belief that
there is a problem. Or, if there really is a problem, work on how to solve that problem. You might
ask the person how he or she would solve the situation or what he or she would do differently to
avoid the problem in the future. 4
How to use it
Conflict in the workplace is considered inevitable, whether it’s between colleagues or due to
change and improvements. It is possible to manage the conflict, even with the possibility of
transforming it into a positive channel for change.
Conflicts have 2 elements. These include the issue which is the basis of the disagreement
and the relationship between the people involved.
To effectively intervene in the early stages of the conflict, you will need to prevent, contain
and handle it – even if you’re involved in the dispute.
• You can prevent escalation by identifying early signs and taking action
• You can contain the conflict by dealing with difficulties and tensions as well as
working to re-establish relationships
• You can handle it by taking positive and encouraging steps to deal with the
issue. You will then be required to monitor the effects
If you have done all you can within your scope of training and the conflict has not been
4 http://lrrpublic.cli.det.nsw.edu.au/lrrSecure/Sites/Web/sys_admin/lo/2843/2843_0…
resolved, you must report the conflict to a higher authority in the workplace. Doing this will
allow for development of longer-term resolution strategies.
It must be noted; conflict will never be able to resolve itself. To prevent the conflict escalating,
ask yourself the following questions:

• What type of conflict is it?
o Hot conflict: each party is keen to meet and thrash things out
o Cold conflict: issues are kept quiet and under the surface
• What are the most important underlying influences at work?
• What is this really all about?
• Where is the conflict going?
• How can I stop it?
• What needs to happen now? 5
Containing conflict
You must remember that conflicts are often more about people than problems themselves.
You should also take into consideration the different understandings and values of the parties
involved in the situation. The following will enable you enable you to contain conflict in the
workplace.
• Listen to the other person and try to understand them
• Recognise your own style
• Recognise your own strengths and limitations
• Develop your understanding of the other person’s goal by asking questions
• Always look for a solution which incorporates both yours and the other
person goals
Handling conflict
When handling conflict, you must keep in mind what conflict means to other people. The
different meanings of conflict can be attributed to a persons’ styles or even their professional
training. Just because someone asks a lot of questions or disagrees with you, does not mean
they are opposed to you and your ideas. It simply may be their way of understanding or
collecting information.
When handling conflict, the most important thing to remember is to acknowledge the conflict
rather than pretend it isn’t present.
5 .
Identify situations where
personal safety of customers
or colleagues may be
threatened and organise
appropriate assistance and
Identify and use resources to
assist in managing conflict

Thousands of people attend work daily and never experience any situation where personal
safety is threatened. Whilst a workplace under responsible management may provide a
reasonable level of protection, situations affecting personal safety could still occur.
Employers are required under Occupational Health and Safety legislation to have policies
and procedures in place to provide a safe working environment for staff. This can be
achieved by undertaking a survey to assess security and potential risk situations. The
information produced by a survey will identify measures necessary for ensuring staff safety
and security, and form the basis of developing a work safety plan.6
Signs of potential conflict
Conflict does not happen overnight. It builds up over a period of time, whether it’s over hours,
days, weeks or years. The conflict will depend on the situation and the individual at hand.
Knowing the signs of conflict will aid you in controlling the conflict before it gets out of hand.
An early sign of conflict can include:
• Tone of Voice
• Raised voice
• Negative gossip amongst colleagues
• Difficulty discussing things calmly and rationally
• Refusal to cooperate
• Aggressive and agitated body language:
o Narrowed eyes
o Flared nostrils
o Tapping fingers or feet
6 .
Whenever you’re dealing with a conflict situation, remember to look for any of the early signs
of conflict. Finding out the reasons why a person is starting to feel irritated or impatient will
also help. You can find out the reasons by asking relevant questions and using active
listening skills. By doing this, there is the chance to learn the issue at hand and avoid the
conflict escalating to a crisis.
Crisis situations
It is important to understand how a crisis or threatening situation might arise. Complaints, if
unresolved can escalate into conflict. If a conflict goes unresolved, it will arise into a crisis.

People wish to be taken seriously. If they are not, or are repeatedly ignored, can become
aggressive and a threat to safety and security of the organisation and the people in it.
Equally, people who are under the influence of drugs or alcohol, and are not in control of
themselves, can present a danger to those around them if they are not handled carefully.
Situations where personal safety of customers or colleagues may be threatened and
assistance required may involve:
• Drug or alcohol affected persons
• People with guns or other weapons
• Situations where someone has been or may be hurt
• People who appear to be violent or threatening
• Situations where customers refuse to leave or to be pacified
Remain calm yourself and to try and calm the other person
• Move them, discreetly, out of the main area of your office or shop
• Take note of details of the problem for future reference
• Do not argue with a person who is visibly upset or aggressive as this will only
compound the situation
• Bring in the assistance of relevant management, security and/or authorities such
as police as soon as possible7
Your organisation will have policies, procedures and resources available for you to use that
can assist you in dealing with a conflict or crisis situation. You will be shown these during
your induction, and you will have access to these whenever you need them. Your
organisation may have a step by step procedure for conflict resolution near the POS area.
If at any time you are unsure of how to proceed in the conflict situation, or if it has escalated
to an unacceptable level you will need to seek assistance from your manager or supervisor.
This is not only to assist with the resolution of the conflict but to help ensure the safety of
yourself and those around you.
At all times try to follow your organisational policies and procedures, they are in place to
assist you and to help ensure your safety in the workplace.
7 .
Resources to assist in managing conflict
There are some highly useful resources that you can use to assist in the management of
conflict. Some of the more common ones that managers will use may include:
Other staff members
Other staff members can be a useful resource in the management of conflict. You can have
other staff members assist with discussions and act as mediators for conflict resolution.
Other staff members are useful for small conflicts or disagreements where a more casual
environment can be helpful.
Senior staff
Senior staff members will fill the same role as other staff members, but they will do so in a
more formal and structured setting.
Mediators
A mediator is someone who will assist with negotiations of a mutually acceptable outcome for
both sides but will do so by remaining neutral and will not provide solutions or advice. The
mediator is there to assist with guiding the discussion in the right direction.
The mediator can be someone from the workplace or an external professional mediator.
Counsellors
Professional counsellors are used to managing conflict in situations where it is difficult for a
peaceful solution to be reached. The counsellor will direct the discussion and provide advice
and suggestions to the parties involved.
They will also use professional conflict management methods to discover the cause of the
conflict and to find out what the parties involved want to achieve.
Internal security staff
When a conflict becomes too uncontrollable, or it seems that something bad might happen,
you may want your internal security to sit in on the discussion between the conflicted parties
to ensure that everything stays on track and if something were to happen, they would be
ready to act.
You may also find that people are more willing to negotiate if there is some form of security
nearby.
Police
When conflict leads to violence or severe breaking of the organisational rules, or even
breaking the law, the police may need to be brought in to help mediate and ensure there are
no more problems between the parties involved.

T O P I C 2 – RESOLVE CONFLICT
Establish and agree on the
nature and details of conflict
with all parties and assess
impact and Identify and
evaluate impact of conflict on
business reputation and
legal liability
Conflict can arise for a number of reasons and establishing and agreeing on the nature of the
conflict is important.
The first step toward agreeing on the nature and details of the conflict is to define the
problem. This will involve all parties answering questions similar to those below:

• What is the problem?
• Is it only my problem?
• Who else is involved?
• Can I solve it?
• Is it worth solving?
• Is this the real problem or merely a symptom of a larger one?
• Does it need an immediate solution or can it wait? Is it likely to go away by itself?
Can I risk ignoring it?
• Does the problem have ethical dimensions?
• What conditions must the solution satisfy?
• Will the solution affect something that must remain unchanged?
• Will I need help?8
The next step is to establish what each party expects from the resolution. This might include:
• The other person to respect your opinion
• A better relationship with the other party
8 .
• An agreement on acceptable compensation for faulty products or service
• A mutually acceptable solution to an ongoing work issue
Once expectations have been established, negotiations will be able to take place which will
hopefully lead to both parties reaching an agreement.
In order to agree on an acceptable outcome for all parties involved there are various method
you should consider.

Brainstorm for options – When all parties concerned have had the opportunity to explain
their feelings on the matter, then all of the issues should be out in the open. At this point
you can look at the various options available. There might be a number of solutions to the
problem which could work for everyone involved.
Evaluate solutions – In deciding the best result from the options available you should
weigh up the pros and cons of each one based on the organisations policies and
procedures, cost or budgetary constraints, legal ramifications and mutual benefit.
The Art of Compromise – Compromise does not mean giving in or losing. It means
looking for ways to meet each other’s needs by making concessions to the other party
involved. Compromise involves negotiating what you are, or are not, prepared to do in
order to get what you want.
Decide on a mutually acceptable solution – When all available options have been tabled
and considered then you can decide on the best one – the one that keeps both parties
happy! Make sure each person takes responsibility for agreeing with the decision. This
may take the form of a written agreement or contract, or a letter outlining what was agreed
to.
Separate your feelings from the problem. When your emotions get tangled up in the
pros and cons of an argument you can’t reach the best conclusion. If you take a strong
position because of the way you feel, you can’t work out the best solution to the problem
because your perception of it is controlled by things which are likely to have nothing to do
with the problem. Points that can help here include:
• Act and speak calmly.
• Try to put yourself in the other person’s place; empathise with them.
• Listen carefully and completely to what they are saying.
• Be patient and understanding.
• At the appropriate time, acknowledge their point of view and ask them to give
you the courtesy of now listening to your (organisation’s) position.9
The cost or impact on others of Conflict
Conflict has a significant impact on those involved, including other members of the
workplace, clients, stakeholders and the business itself. Below are results of unresolved
9 .
conflict in the workplace:
• Stress, frustration, and anxiety
• Strained relationships
• Presenteeism
• Loss of sleep
• Grievances and litigation
• Employee turnover
• Loss of productivity
• Increased client complaints
• Absenteeism
• Sabotage
• Injury and accidents
• Disability claims
• Sick leave
It must be noted; not all conflicts are negative. The following is an outline of the negative and
positive impacts that business and workers may experience.

Negative:
• Mental Health Concerns – Conflict within an organisation can cause members to
become frustrated if they feel as if there’s no solution in sight, or if they feel that
their opinions go unrecognised by other group members. As a result, members
become stressed, which adversely affects their professional and personal lives.
Organisation members may have problems sleeping, loss of appetite or overeating,
headaches and become unapproachable. In some instances, organisation
members may avoid meetings to prevent themselves from experiencing stress and
stress-related symptoms.
• Decrease in Productivity – When an organisation spends much of its time dealing
with conflict, members take time away from focusing on the core goals they are
tasked with achieving. Conflict cause members to focus less on the project at hand
and more on gossiping about conflict or venting about frustrations. As a result,
organisations can lose money, donors and access to essential resources.
• Members Leave Organisations – Organisation members who are increasingly
frustrated with the level of conflict within an organisation may decide to end their
membership. This is especially detrimental when members are a part of the
executive board or heads of committees. Once members begin to leave, the
organisation has to recruit new members and appoint acting board members. In
extreme cases, where several members leave or an executive board steps down,
organisations risk dissolution.
• Violence – When conflict escalates without mediation, intense situations may arise
between organisation members. It’s unfortunate, but organisational conflicts may
cause violence among members, resulting in legal problems for members and
possibly the organisation.
• Legal – When conflict escalates there are some time legal ramifications that can
occur within the organisation, such as stress, bullying, assaults, illnesses etc…
When these occur the person who is the victim can and sometimes does take legal
action this can be not only financially but personally against for the other party
involved as well as the organisation as they may not only get a negative image but
could even sued.
Positive:
• Inspire Creativity – Fortunately, some organisation members view conflict as an
opportunity for finding creative solutions to solve problems. Conflict can inspire
members to brainstorm ideas, while examining problems from various
perspectives.
• Share And Respect Opinions – As organisation members work together to solve
conflict, they are more willing to share their opinions with the group. Conflict can
also cause members to actively listen to each as they work to accomplish the
organisations’ goals.
• Improve Future Communication – Conflict can bring group members together and
help them learn more about each other. From learning each other’s’ opinions on
topics relevant to the organisation’s growth to understanding each member’s
preferred communication style, conflict within an organisation can give members
the tools necessary to easily solve conflicts in the future.
• Identify New Members – Within organisations members actively participate in each
meeting, enjoy serving on multiple committees and have an opinion on each topic
the group discusses. There are also members who seemingly contribute little to the
group and observe more than talk. Conflict within an organisation can inspire
typically silent members to step up and demonstrate their leadership skills by
offering meaningful solutions to the problem the group is facing. 10
– “The Effects of Conflict Within an Organization | Chron.com.” Web. 22 Jun. 2016
.
10 .
Manage conflict within scope
of own role and
responsibilities, and
according to organisational
procedures
Workplace conflict can broadly be considered to fit into two categories, the first being “when
people’s ideas, decisions or actions relating directly to the job are in opposition,” and the
second being a situation “when two people just don’t get along.” which is often referred to as
a “clash” of personalities. This last point can be the most difficult to address because strong
emotions get mobilised based on negative perceptions of another person.
Disagreements in the workplace can occur over many different things. These problems
become more apparent after organisation restructures and after managers are replaced.
Some of the ways to clarify these issues include updating job descriptions, job redesign and
teambuilding training.
When a conflict is identified, it is important to redirect the energy into specific issues relevant
to the job that can be worked through and to set clear expectations about acceptable
behaviours and consequences for inappropriate behaviours.
Alliances can develop in teams in support of one or other of the people in conflict which can
lead to significant disruption in the workplace. There are always emotions involved in the
conflict and these build in intensity and complexity the longer a conflict remains unresolved.
People have different styles in how they respond to conflict, and their styles can vary
depending on their level of emotional investment in the issue at hand or their power
relationship with the other party to the conflict. The different conflict styles are commonly
defined as incorporating concern for self and concern for others in varying degrees.
It is important to understand which style you have and how you interact with your team
members, supervisors and managers. You will get the best out of people when you
understand where they are coming from and not expecting everyone to operate the same
way that you do.
In a healthy workplace not all conflict is bad and by encouraging people to openly talk about
their different views and disagreements in a calm and structured way a culture of positive
conflict awareness can be created, new ideas received and become a benefit for the team
and the organisation as a whole
A useful checklist is provided below to help you work through any workplace issues with
peers or a supervisor/manager.11
Facilitating discussions between parties involved in conflict
11
http://www.mywisdom.com.au/pluginfile.php/19088/mod_resource/content/1/Monash%20University%20Guide%20to%20Mana
ging%20Conflict.pdf

Behaviour Yes No
Do I listen carefully without interrupting?
Do I show concern and encourage the parties to resolve the conflict?
Do I express empathy?
Do I ask open-ended questions
Have I acknowledged and validated each person’s position/feelings?
Have I allowed sufficient time for each person to have their say?
Do I make sure I have heard the entire message before reacting?
Have I summarised each party’s position?
Am I displaying impatience or defensiveness?
Have I dismissed the importance of the issue?
Am I judging the parties involved?
Do I deny the feelings of those involved in the conflict?
Do I argue or disagree with the feelings expressed by the parties
involved?
Have I tried to solve the problem too quickly?
Have I assumed responsibility for fixing the problem rather than
empowering those involved to generate their own solutions?
Have I approached the concerns objectively by looking at the problem,
not the person?
Do I show a genuine desire to understand the other person’s point of
view?
If the conversation gets heated, do I reschedule another time to talk?
Have I sought advice and assistance in dealing with the conflict?
It is important to note that if you have identified that the conflict is the result of a clear breach
of policy or that you don’t have the necessary skills to manage it locally, seek additional
assistance from your supervisor or manager or refer the issue to your Human Resources
department as soon as possible.
Organisational policies and procedures for complaint,
conflict and dispute resolution
Organisations that have documented procedures for remedying problems & trains its staff in
these procedures has a distinct advantage over those who have a “we’ll cross that bridge
when we come to it” attitude.
It is important for there to be a designated chain of command for problem resolution so that
decisions are made by those that are authorised to do so.
These policies and procedures will need to cover areas such as what to do when a complaint
is made, or a conflict or dispute happens, who should be involved in reaching a solution, the
responsibilities or people not involved, confidentiality information, human resources
guidelines, and the process for reaching a solution.
There should also be policies and procedures in place to show staff how to report any
problems, complaints, conflicts, or disputes that they may have to the appropriate personnel.
Take responsibility for
seeking a solution to conflict
within scope of own role and
responsibilities, seeking
assistance where required
A key role of managers is to take control and responsibility for finding a solution to the
conflict. They must also provide a safe and supportive environment for worker. Managers
must demonstrate and reinforce all behaviours that promote a healthy response to conflict in
the workplace. By doing this, it will create a healthy and harmonious workplace as well as
strengthening relationships and team effectiveness.
During a conflict disowning responsibility or blaming someone else for the issue at hand will
not help the conflict. You should take responsibility for the conflict and apologise, even if it is
not your fault.
For example, a client/customer is unhappy with the product or service that they have
received previously. They have just brought it to your attention. Rather than saying “That was
not my fault as I was not on that shift,” you should instead say, “I’m very sorry that this has
occurred, and I will do everything in my power to ensure that we resolve this problem.”
You may not have caused the problem, but the client/customer has approached you to help
resolve the problem. Apologising and taking responsibility will help put the customer at ease
and will reassure them that they have done the right thing by coming to you and the nature of
the conflict will ease with a simple apology.
In many cases, all a client is looking for is to bring the problem to your attention. They may
not want retribution or reimbursement, a simple apology for the inconvenience will resolve
the entire situation and conflict need not arise.
Evaluate options to resolve
the conflict, taking into
account organisational
policies and constraints
You must consider all possible conflict resolution options. Some people may benefit from
one-on-one conversations with a manager if they do not respond well to confrontation.
Others may prefer to discuss issues directly with human resources rather than to discuss the
matter with their direct report.
Some situations may require that all parties involved meet to discuss their versions of the
conflict. And, others may require the completion of a conflict resolution program. You might
also determine a team building exercise is in order to improve relationships and to allow each
member to get to know one another on a more personal level and to learn more about their
job responsibilities.
You will need to analyse all possible scenarios and determine the best possible approaches
to repair strained relationships, as well as to foster positive growth in the future. If you do not
approach this as a long-term solution, you will be having the same conversation again in a
matter of time which is not an effective strategy or productive for anyone.
People may experience difficulties for a number of reasons such as:
• Competitive attitudes
• Conflicts in their personal lives outside of work
• Differences in organisational vision
• Differences in personalities
• Ineffective manager for a specific individual
• Lack of understanding or miscommunication
• Taking credit for the work of another person
Regardless of the difference, it is your responsibility to find a solution and resolve the matter
effectively and do so in a way that it is highly unlikely to occur again.
Implement the best solution
and complete required
reports
Conflict-resolution techniques
Assertiveness
Being assertive in conflict resolution is important for ensuring that your feelings are known
about the situation and being able to make changes and express the solutions you want
without being influenced by others or doing so in a way that oppresses the rights and
wellbeing of the others in the conflict.
Being assertive will also be important for diffusing conflicts as it can allow you to think
logically and help others see the situation from different perspectives. It is about empathy
and respecting others while protecting your own needs and rights.
Negotiation
Negotiation is an important part of reaching the best solution for everyone involved in the
conflict. Negotiation will involve having the conflicting parties discuss what they want to have
happen then trying to find a suitable middle ground where everyone will walk away happy.
This is close to a win/win situation, but it is slightly different as both sides will certainly have
to give something up in order to reach a solution.
Use of appropriate communication techniques
Active listening
Active listening is a skill which allows for a listener to gain a better understanding of what is
being said. These tools also ensure that the speaker can see that you are paying full
attention to what is being said.
• Facial expressions should be appropriate to the content of the discussion
• Eye contact must be maintained with the speaker
• Posture should demonstrate attentiveness and willingness to listen
• Automatic mirroring of the facial expressions and gestures of the speaker will
show you are paying attention
• Questioning of any key points for clarification is essential is understanding
content
• Clarification and summarization at the end of the discussion will show your
understanding
By employing these tactics, you will be better able to determine the customer’s needs and
how best you can meet their requirements in an efficient and expedient manner.
Empathising with the person’s situation while upholding organisational policy
When communicating with someone who is involved in a conflict, it will be important to
ensure that you are empathetic to their situation, meaning you understand what they are
going through and want to help, but you must also consider your organisational policies in
regard to conflict management.
Being empathetic means listening to what they are saying, being aware of their emotions,
both verbal and non-verbal, and trying to connect with the other person.
Empathising with their situation will show that you care about what they are going through
with this conflict situation. However, it is important that you know that being empathetic
means you are only there to listen, not give advice or reassure them. These are helpful, but
they can hinder empathetic communication and won’t allow the other person to reach a
solution that they are happy with on their own.
You will also need to follow your organisational policies on communication in the workplace
and conflict management. There may be a policy that prevents others outside of
management, the conflicted parties, and those assisting with the conflict resolution to provide
advice, so you will need to know this in case it ever arises.
Non-verbal communication and recognition of non-verbal signs
Nonverbal communication manages to convey the sender’s message without having to use
words.
This form of communication supercedes all other forms because of its usage and
effectiveness. Nonverbal communication involves the use of physical ways of
communication, such as the tone of the voice, touch, and expressions.
Symbols and sign language are also included in nonverbal communication. Body posture and
language convey a lot of nonverbal messages when communicating verbally with someone.
Folded arms and crossed legs are some of the defensive nonverbal signals conveyed by
people. Shaking hands, patting and touching, express feelings of intimacy. Facial
expressions, gestures and eye contact are all different ways of communication. Creative and
aesthetic nonverbal forms of communication include music, dancing and sculpturing.
The way we communicate can play a major role in the success of our personal and
professional relationships and can significantly influence our ability to accomplish what we
want and need and achieve our potential.
Words often play only a small part in the messages we communicate. Other factors, such as
the way we present the words we use, our tone of our voice, and our body language –
posture, gestures, facial expressions, eye contact, and personal presentation – all play a
significant role in how we communicate. Of course, the way we communicate depends on
who our audience is and what the context is. But whether chatting informally with friends or
colleagues or participating in formal decision-making processes, how we communicate
influences other people’s response to us, and the outcome.
Language style
The language style that you use to communicate will need to be appropriate to who you are
talking to. If you are talking with someone from outside of the organisation or someone with
little to no industry knowledge, then you will want to avoid the use of jargon and industry
terminology that they won’t understand.
When talking with your supervisor or management, you will want to use a more formal
language style and avoid slang.
Questioning techniques
Another method of telling individuals that you are tuning in to them is to pose inquiries. Inquiring

questions will offer you the chance to explain the data that is being given to you.

There are various sorts of inquiries that you can utilize, and they will give you unique

reactions.

Open inquiries – Open inquiries are the best sort of inquiries to use, as they empower

the utilization of articulation and insightful answers. They are best used to get the individual who is

being posed the inquiries to develop the question and give their considerations about it.

Shut inquiries – Closed inquiries are questions that will as a rule summon a yes or no

answer or a short verifiable remark. Shut inquiries don’t support further conversation.

They are valuable, nonetheless, in the event that you need a particular answer, for example “Do you want a drink?”
Those appropriate to different social and cultural groups
Communicating with people from different social and cultural groups can be a challenge
sometimes due to different understandings of the subject, different beliefs and ideals, and
other factors that can make communication difficult.
No matter whom we are communicating with, it is important that we:
• Be polite, professional and friendly
• Use an appropriate tone
• Use appropriate body language
• Show sensitivity to cultural and social differences
• Actively listen
• Ask questions to facilitate understanding
Complete reports
Once the best solution has been chosen, you will then need to complete any required forms
and reports to finalise the process. These reports will be useful during the evaluation of the
conflict resolution to allow for changes to be made if required.
T O P I C 3 – EVALUATE CONFLICT
RESOLUTION
Communicate with parties
involved to seek and provide
feedback on conflict and its
resolution
Giving both critical and positive feedback effectively to team members is important for
continuing improvements, performance and for an overall resolution of the conflict. Some
guidelines towards providing positive feedback include:
• Making it timely
• Preparing beforehand
• Being specific
• Focus on facts
• Give the feedback privately
Timely feedback ensures that the individual is able to use the information provided to move
forward through the conflict. Furthermore, constructive feedback given as close to the event
to address the issue can support the development of the individual and the success of the
resolution.
When giving constructive feedback, often the discussion can be difficult. Preparing the
approach, knowing the facts and where to show empathy will ensure that the conversation
stays on track. Preparing your discussion with specific areas of improvement and by sticking
to the facts rather than ambiguous statements gives the individual or team a clear
understanding of what change needs to be made, without undermining their whole work
ethic.
When the feedback is critical, it is best practice to take the time to hold the discussion in
private to avoid embarrassing the team members. This builds trust and fosters an
environment of respect and acknowledgement that efforts will be made to support change
rather than blame.
Remember to also give team members positive feedback; this is hard during a conflict but,
you should point out areas that the person handled well during the conflict.
Evaluate and reflect on the
conflict and effectiveness of
the solution
You will need to evaluate and reflect on the conflict that has happened and the solution that
you chose to resolve it.
When reflecting on the conflict, you will be thinking of the cause of the conflict, what made it
turn into a conflict, and ways to prevent the situation from happening again in the future. You
will also want to consider methods that will allow you to handle a similar conflict in an easier
way to reach a solution quicker.
After you have implemented your conflict solution strategy, monitor the outcomes carefully
and record them to be reviewed later. You should be able to easily identify areas for
improvement.
You should take note of the strategies that turn out to be successful, the strategies that are
not effective, and the new ideas you have that can be implemented in future. Continue to
make adjustments over time, and you will eventually create the ideal conflict resolution
strategy for your team.
Also, if it is you with the conflict at work, demonstrate restraint, decorum, and a professional
attitude at all times. If you need to, take some time before addressing the situation.
Determine possible causes
of workplace conflict and
provide input for workplace
enhancement and
improvements
Commonly occurring conflict situations in the tourism, travel,
hospitality and event industries and their typical causes
Determining the causes of conflicts in the workplace is an important part of the conflict
resolution process. By knowing what caused the conflicts, you will be able to prevent it from
happening again in the future.
Some of the most common conflict situations in the hospitality, travel, tourism, and event
industries are between staff and other staff or between staff and customers.
The causes of these common conflict situations may include:

• Losing shifts – conflict can occur when staff members have their hours cut and
lose shifts without a reasonable explanation
• Tips – conflicts surrounding tips can come in various ways. The most common
ones are conflicts with customers not tipping enough, other staff taking tips
that weren’t theirs, and tips not being evenly distributed to all staff
• Taking other workers’ customers – more prevalent in hospitality than the
other industries, taking customers from other staff members can be a conflict
cause. The reason for this is because of customer tips and gratuities being
given to the staff member that helped them the most, so there is a small
amount of competition from servers. It becomes a conflict when one staff
member purposefully takes another worker’s customers when they are busy
elsewhere
• Mistakes in meal orders, travel plans, accommodation plans, etc. – mistakes in
orders and plans are a real problem for customers. The whole goal of these
industries is to sell an experience to the customers, so ensuring that your
customers have a great experience is the top priority. When there are
problems with bookings, orders, etc. customers can become upset which can
lead to conflict with staff
• Overbookings –overbooking is a strategic gamble that travel, tourism, and
accommodation companies can take to ensure that their travel and
accommodation services are full when they leave in case some of the bookings
back out. This is due to the fact that they can’t sell seats on a plan or rooms in
a hotel after the fact. Customers who are trying to get into an overbooked
service can become frustrated and angry
S U M M A R Y
Now that you have completed this unit, you should have the skills and knowledge required to
resolve complex or escalated complaints and disputes with internal and external customers
and colleagues.
If you have any questions about this resource, please ask your trainer. They will be only too
happy to assist you when required.
R E F E R E N C E S
“Session 5. Conflict Management – Food And Agriculture …” n.d. Web. 16 Jan. 2019
.
“Apply The Selected Development Methodology – Reading Notes 2.” n.d. Web. 16 Jan. 2019
.
“Managing Conflict.” n.d. Web. 16 Jan. 2019
.
n.d. Web. 16 Jan. 2019 .
“Conflict At Work – Costs, Origins and What To Do About It.” n.d. Web. 16 Jan. 2019
.
“The Effects Of Conflict Within An Organization | Chron.com.” n.d. Web. 16 Jan. 2019
.