Assessment Tasks and Instructions

Student Name Rajdeep Singh

Student Number 1088
Course and Code
Unit(s) of Competency and Code(s) SITXCOM005 Manage conflict
Stream/Cluster
Trainer/Assessor

Assessment for this Unit of Competency/Cluster Details

Assessment 1 Scenarios
Assessment 2 Practical Observations
Assessment 3
Assessment conducted in this instance: Assessment 1 2 3

Reasonable Adjustment
1. Has reasonable adjustment been applied to this assessment?
No No further information required

Yes Complete 2.
2. Provide details for the requirements and provisions for adjustment of assessment:

Student to complete
My assessor has discussed the adjustments with me
I agree to the adjustments applied to this assessment
Signature Date

2nd Assessor to complete

I agree the adjustments applied to this assessment are reasonable
Name

Signature Date

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Assessment Guidelines
What will be assessed
The purpose of this assessment is to assess your underpinning knowledge to complete the tasks outlined in the
elements and performance criteria for this unit of competency and relating to the following aspects:

 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.
Place/Location where assessment will be conducted
RTO to complete

Resource Requirements
Pen, Paper, Computer

Instructions for assessment including WHS requirements

The assessment for this unit of competency consists of two parts, Part A and Part B.
Part A consists of 4 different scenarios, each followed by a series of questions.
Part B consists of questions to assess your underpinning knowledge relating to workplace policies and protocols
which form the basis to deal with and manage conflict.
You are required to address all questions to achieve competence. Your trainer will provide you with instructions

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for time frames and dates to complete this assessment.
Once completed, carefully read the responses you have provided and check for completeness. Your trainer will
provide you with feedback and the result you have achieved.

Statement of Authenticity
I acknowledge that I understand the requirements to complete the assessment tasks
The assessment process including the provisions for re-submitting and academic appeals were explained
to me and I understand these processes
I understand the consequences of plagiarism and confirm that this is my own work and I have
acknowledged or referenced all sources of information I have used for the purpose of this assessment
Student Signature: Date: / /201

This assessment: First Attempt 2nd Attempt Extension – Date: / /

RESULT OF ASSESSMENT Satisfactory Not Yet Satisfactory

Feedback to Student:

Assessor(s) Signature(s): Date: / /

Student Signature Date: / /

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Assessment 1

Your task:
Read the following scenarios and answer the corresponding questions for each.

Scenario 1:
You are working as part of the wait staff at a local restaurant. A customer you are serving has called you over to
her table and has complained that she has found a hair in her meal. However, she has finished her meal and
there is no hair to be seen. She is visibly unhappy and demanding a refund. This is not the policy of your
restaurant.

1. Name 3 conflict resolution techniques and explain how you will use these to resolve this conflict:
Responses
Following are some ways to manage conflict in this situation:
1. Be a good Listener: The first step in this particular situation is to listen the complaint of customer without any
argument. Every customer wants to put his comments in this situation. These techniques will help the customer
to understand that his comment is important for restaurant and you take care about customers.

2. Be Fair with Customers: Never argue with a customer, even if you are positive none of your cook staff would
allow a meal to be prepared with a hair in it. Arguing with a customer makes it seem like there is something to
hide or that you do not value the customer's opinion. You will want to remove the food as soon as possible, but
do not ask to see the plate in a snappy way.

3. Suggest alternate solution: Ask the opinion of customer regarding the alternation solution of this solution.
We can offer them the replacement of that particular dish. The opinions will be different for different customers
so we have to offer alternatives depending upon the situation. Offering a free meal in replacement will make the
reputation of restaurant.

2. What are the dangers of leaving this conflict unresolved?

Responses

1. This results in making the communication distorted with customers: Leaving the conflict unresolved will
become a serious threat to communication with customers and this will result a serious gap of communication
with customers.
2. Customer experience is compromised: Leaving a conflict unresolved will result in bad customer experience
with the restaurant and the goodwill of restaurant will be decreased and this is not good thing from business
point of view.
3. This will result in decreasing teamwork: As the communication gap is formed than this will result in
decreasing the teamwork within the workplace and will develop revulsion.
4. Brand value decreases: Leaving the conflicts unresolved will result in decreasing the brand value of the
restaurant as a result the footfall of customers will decrease and they will find the alternatives for the same.
Consumers will find substitute providers that deliver higher quality products and services and better customer
experiences.
Another consequence leaving a conflict is that If complaints are handled poorly, customers may withdraw their
business and encourage others to do the same.

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Scenario 1 Feedback/comments S NYS
Question 1
Question 2

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Scenario 2

You are working at a hotel that is popular with international tourists. A foreign tourist approaches you with a
complaint about his room, but you are struggling to understand his concerns due to his accent and language
barrier. You begin to understand that the customer has an issue with the cleanliness of his bathroom. He is
becoming agitated, aggressive, raising his voice and speaking quickly. He has crossed his arms and looks stiff and
tense, as well as frowning at you. How will you manage this customer’s complaint? Answer the following
questions based on this scenario.

1. What are the signs in this situation that conflict is occurring?

Responses

1. Having difficulties in communication with customers: the customers having unaware about the local
language may face difficulties while expressing their needs. This is clear situation of communication conflicts.
This may result in understanding misleading information. In this situation a customer will be unable to
understand the accent and fluency of worker and sometimes he may be frustrated and can take business
elsewhere.
2. Conflicts by cultural behavior: The following are some potential causes or situations in which conflicts or
misunderstandings can happen: misunderstandings or conflict between different nationalities, religious or
ethnic groups. Cultural ignorance and insensitivity. Lack of awareness of different societal lifestyle practices.
The customer from different cultures may misunderstand the things which can result in developing a conflict
with workers. Cultures have different behavior for different situations.
3. Emotions: Conflict is rife with emotion. One that we frequently encounter is anger. While it is often a
secondary emotion that is initially triggered by fear, anger is more visible and can trigger ineffective responses
to conflict. These types of responses tend to escalate and prolong conflict because the emotions of the people
who are the targets of these behaviors can easily become aroused and cause retaliatory reactions. This can
begin a retaliatory spiral where peoples’ negative emotions feed off those of one another.

2. How could you overcome this communication barrier?

Responses
Communication barriers can impact the quality of customer service profoundly. If discrepancies are not
eliminated to allow smooth flow of communication between the customers and the company, it can adversely
impact customer satisfaction levels. Here are a few tips for companies and support staff who are directly
providing service to overcome the language barrier when communicating with customers.
SPEAK WITH CLARITY: A scenario may arise where a customer only has a basic understanding of a particular
language and might not be well-versed or fluent in it. In order to avoid miscommunication, CSR’s should make
sure that they take their time and the transfer of information takes place in a clear and distinct tone. The
representative must speak slowly and with clarity.
BE PATIENT: Every culture has its own way of communicating and understanding different scenarios. If the
support staff is unable to comprehend what the customer is saying, they should show patience and calm. The
representative must try to gather as much information as possible in order to understand the need of the
customer and provide service accordingly.
GO OUT OF THE WAY: In order to avoid language barriers representatives must go out of their way to

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accommodate customers and make them feel comfortable while communication is being carried out. Service
representatives could ask for repetition if something isn’t clear. If something is vague, a CSR must not assume. In
the same manner, it must be ensured that the customers have understood the information that is being relayed.
This can be done by asking open-ended questions to check the understanding of the customer.
KEEP IT SIMPLE: Business language can be complex. We have also seen that the use of baseball
terms/metaphors is very common in the US, for example “Ballpark figures” and “Touch Base”. As a rule,
information should be conveyed in the simplest form and metaphors or anything that requires prior cultural
knowledge of the land should be avoided. Technical jargon should also be avoided, when communicating with
customers. If abbreviations are being used, description should also be provided as some customers might not be
familiar with the terms.
APPROPRIATE MEDIUM OF COMMUNICATION: The medium of communication must be selected appropriately
when getting in touch with customers. For example at times communicating a message over the phone might
not be enough. If a customer is calling a cellular company asking about pricing, while the information is
communicated on the phone, it can also be emailed or a text message can be sent to guarantee that the
message is conveyed.
USE TECHNOLOGY: In order to assist company representatives with communication there are various tools
available to facilitate the interactions. A company could invest in a language app, which translates to and from
all languages. IVR (Interactive Voice Response Service) could be employed, which can be programmed to run in
multiple languages. Moreover, websites and portals can be designed that are multilingual, so that they
accommodate more customers. Adding multilingual chat service to the company website in another useful tool
to provide customer service and support.

3. What actions can you take to resolve this complaint?

Responses
Here are five strategies that will help to handle a customer complaint in a smooth and professional manner:

Stay calm: When a customer presents you with a complaint, keep in mind that the issue is not personal; he or
she is not attacking you directly but rather the situation at hand. “Winning” the confrontation accomplishes
nothing. A person who remains in control of his or her emotions deals from a position of strength. While it is
perfectly natural to get defensive when attacked, choose to be the “professional” and keep your cool.
Listen well: Let the irate customer blow off steam. Respond with phrases such as, “Hmm,” “I see,” and “Tell me
more.” Do not interrupt. As the customer vents and sees you are not reacting, he or she will begin to calm down.
The customer needs to get into a calm frame of mind before he or she can hear your solution—or anything you
say, for that matter.
Acknowledge the problem: Let the customer know you hear what he or she is saying. If you or your company
made a mistake, admit it. If you did not make a mistake and it is a misunderstanding, simply explain it to the
customer: “I can see how that would be incredibly frustrating for you.” You are not necessarily agreeing with
what the customer is saying, but respecting how he or she perceives and feels about the situation. An excellent
phrase for opening up this particular conversation would be, “So, if I understand you correctly…” After the
customer responds, follow up with, “So, if I understand you correctly, we were to resolve the problem by noon
today. I can see how that must be frustrating for you.” Then be quiet. Usually, the customer will respond with
“That’s right” or “Exactly.” By repeating to the customer what you think you heard, you lower his or her
defences, and win the right to be heard.

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Get the facts: After listening, take the initiative in the conversation. Now that the customer has calmed down
and feels you have heard his or her side, begin asking questions. Be careful not to speak scripted replies, but use
this as an opportunity to start a genuine conversation, building a trusting relationship with your customer. To
help you understand the situation, get as many details as possible.
Offer a solution: This happens only after you have sufficient details. One thing to keep in mind: Know what you
can and cannot do within your company’s guidelines. Making a promise you cannot commit to will only set you
back. Remember, when offering a solution, be courteous and respectful. Let the customer know you are willing
to take ownership of the issue, even if it was out of your control. Take charge of the situation and let the
customer know what you are going to do to solve the problem.

4. What actions can you take to prevent this situation from happening again in the future?

Responses
If a customer (or client) is dissatisfied, the first step is to identify and define their dissatisfaction. Their wants and
needs first must be uncovered and defined to see if the features and benefits of your company’s product or
services can satisfy those wants and needs. Their dissatisfaction, as well as their satisfaction, should be
measured and analysed to get a better perception of their level of dissatisfaction. Once the reasons and level of
their dissatisfaction are exposed then a system to improve that discontentment can be instituted, and control
can be implemented to ensure the continuation of that improvement in product or level of service.
Some steps to avoid preventing situations to happen again are explained below:
Be pro-active: Don’t wait until the customer complains. Surveys and meetings are a great way to understand the
customer’s needs.
Be responsive: When there’s an issue, resolve it immediately. By waiting to resolve an issue can turn smaller
problems into bigger ones.
Be honest: Telling customers the truth usually goes over better than lying to them. It will eventually help gain
the customers respect.
Be realistic: Some customers have expectations that are just aren’t attainable. In that case, it may be necessary
to try to reset the customer’s expectations, or, if that isn’t possible, to suggest that they may be happier by
taking their business elsewhere. Not every sale is worth the cost involved in obtaining it.
Track customer complaints: Keep track of customer complaint, there should be a defined procedure to track the
customer complaints, how were they resolved, what is causing the complaint.

5. What actions could management take to assist employees to improve their communication with
international customers?

Responses
The heart of great customer service is great communication. Here are some ways to improve the way you
communicate with customers:

1. Hire empathetic employees: Empathy is one of the five personality traits that I find make for a great
customer-facing employee, and it is a big help in successful communication.
2. Provide those employees with language support via “language engineering”: Language engineering means
suggesting phrases that are likely to be successful in customer interactions, and discouraging the use of other

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phrases that are likely to confuse customers or get their hackles up.
3. Move toward a real-time communication model: Real-time (telephone, video chat, and old fashioned face-
to-face communication) and near-real-time (live chat, messaging) are the gold standards in supporting
customers. If these aren’t central to your customer support mix, they should be.
4. Give your customer-facing employees and their managers’ better communications tools: How can they be
expected to provide exceptional customer service if they’re fighting a creaky CRM or their phone lines is crackly,
or they don’t have meaningful analytics?
5. Consider bringing in outside professionals to help: Even though I make my living as customer service
consultant and speaker, I do think you can get a long way on your own by following this list and making use of
the other materials I put out there that should help you self-deploy. But if you really want to kick-start your
improvement in customer service and the customer experience, consider hiring a professional from outside your
company who can bring fresh perspective and battle-won knowledge.

Scenario 2 Feedback/comments S NYS

Question 1
Question 2
Question 3
Question 4
Question 5

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Scenario 3

Some hostility has been occurring among your work team as Sarah and James always receive the weekend off,
and the rest of the team is required to work both Saturdays and Sundays. The other employees are beginning to
resent Sarah and James for always receiving the weekend off work. The team rarely works with Sarah and James
due to this rostering, and when they do, there is conflict. The other employees hold fixed opinions about Sarah
and James and as a result, the working environment have become tense and there has been a lot of gossip. The
conflict has not been resolved, and is therefore increasing in severity. As a result, arguments have occurred
between Sarah and other employees. There has been a notable decrease in productivity.

1. Conflict theory can be divided into the following parts:

1) Signs
2) Stages
3) Levels
4) Factors involved
5) Results

Using the scenario, apply the situations to the relevant parts of conflict theory listed above. Which
aspects need to be addressed by you as the manager?

Responses

1. Signs: The other employees are beginning to resent Sarah and James for always receiving the weekend off
work and they are not getting the weekdays off. The working environment have become tense and there has
been a lot of gossip
2. Stages: The team rarely works with Sarah and James due to this rostering, and when they do, there is conflict.
The other employees hold fixed opinions about Sarah and James.
3. Levels: level of increasing conflict is severe among the employees.
4. Factors Involved: Rostering of staff duty hours, non-availability of weekdays off for other employees, rarely
working together.
5. Results: Arguments have occurred between Sarah and other employees. There has been a notable decrease in
productivity.

2. As the manager of this team, describe why you believe this conflict is occurring between Sarah and James
and the other team members.

Responses
This is due to the reason that Sarah and James always receive the weekend off, and the rest of the team is
required to work both Saturdays and Sundays. The other employees are beginning to resent Sarah and James for
always receiving the weekend off work. The team rarely works with Sarah and James due to this rostering, and
when they do, there is conflict. The other employees hold fixed opinions about Sarah and James and as a result,
the working environment have become tense and there has been a lot of gossip
Also Emotional conflicts arise from things such as jealousy, insecurity, annoyance, envy, or personality conflicts.

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3. During the initial stages of this conflict, team members were uncomfortable about the rostering situation
but did not argue about the issue. Describe the stage of conflict that this situation has reached. What will
happen if it is ignored further?

Responses
As a result, arguments have occurred between Sarah and other employees and avoid conflict will often end up
being less effective at achieving their defined business objectives; have more trouble managing people and
being fulfilled by their job. Unresolved conflict can also have a negative impact on the leader-employee
relationship. For example, it can result in eroded trust, decreased motivation, lowered morale, increased stress
and health risks, decreased performance and productivity, increased absenteeism and presenters, and
employees quitting.

4. How can you use communication techniques to effectively manage the conflict within your team and work
well with the other members?

Responses
1. Address issues immediately and openly: When a conflict arises among your team members, action should be
taken quickly to resolve it. Fast resolution retains a sense of harmony in the workplace and advised leaders to
encourage open dialogue during these discussions.
2. Set clear expectations: Managing expectations both in terms of what you expect from others and what they
expect of you – is one of the most important things a team can do to facilitate better communication. Anything
you or your colleagues need from each other should be clearly defined and expressed. Knowing what is
expected of them can help employees feel more comfortable, thus alleviating conflict-causing tension.
3. Build listening skills: We may be hearing what your colleagues have to say, but are you actually listening to
them? People's minds often wander when others are speaking, especially in a group setting, and they don't truly
absorb what's been said. Even in digital communications, it's easy to read a message and immediately forget
about it. We emphasized the importance of creating a culture where people really listen to each other.
4. Recognize and respect personal differences: Opposing viewpoints, behaviours and work styles can cause a lot
of arguments and misunderstandings among colleagues. If clashing personalities are the root cause of a lot of
your team's problems, work on being more aware of the differences in how you view a situation.

5. How can management work with you to determine and implement a possible solution to this conflict?

Responses
Here is the conflict resolution process in five steps

Step 1: Define the source of the conflict.

The more information you have about the cause of the problem, the more easily you can help to resolve it. To
get the information you need, use a series of questions to identify the cause, like, “When did you feel upset?”
“Do you see a relationship between that and this incident?” “How did this incident begin?”
As a manager or supervisor, you need to give both parties the chance to share their side of the story. It will give
you a better understanding of the situation, as well as demonstrate your impartiality. As you listen to each
disputant, say, “I see” or “uh huh” to acknowledge the information and encourage them to continue to open up

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to you.
Step 2: Look beyond the incident.
Often, it is not the situation but the point of view of the situation that causes anger to fester and ultimately
leads to a shouting match or other visible and disruptive result. The source of the conflict might be a minor
issue that occurred months before, but the level of stress has grown to the point where the two parties have
begun attacking each other personally instead of addressing the real problem. In the calm of your office, you can
get them to look beyond the triggering incident to see the real cause. Once again, probing questions will help,
like, “What do you think happened here?” or “When do you think the problem between you first arose?
Step 3: Request solutions.
After getting each party’s viewpoint, the next step is to get them to identify how the situation could be changed.
Again, question the parties to solicit their ideas: “How can you make things better between you? “As mediator,
you have to be an active listener, aware of every verbal nuance, as well as a good reader of body language. You
want to get the disputants to stop fighting and start cooperating, and that means steering the discussion away
from finger pointing and toward ways of resolving the conflict.
Step 4: Identify solutions both disputants can support.
You are listening for the most acceptable course of action. Point out the merits of various ideas, not only from
each other’s perspective, but in terms of the benefits to the organization. For instance, you might suggest the
need for greater cooperation and collaboration to effectively address team issues and departmental problems.
Step 5: Agreement.
The mediator needs to get the two parties to shake hands and accept one of the alternatives identified in Step 4.
The goal is to reach a negotiated agreement. Some mediators go as far as to write up a contract in which actions
and time frames are specified. However, it might be sufficient to meet with the individuals and have them
answer these questions: “What action plans will you both put in place to prevent conflicts from arising in the
future?” and “What will you do if problems arise in the future?

6. What results will be achieved if this conflict is managed effectively?

Responses
The Benefits of Effective Conflict Management:
1. Reduces costs
 It enhances the ability to make better business decision
 New initiatives are implemented more effectively and with more cohesion
 Generates increased return on investment by getting teams and workforces all pulling in the same
direction.
 Reduces recruitment and training costs due to better employee retention
2. Increases productivity
 A more cohesive workforce reduces absenteeism and "presenters"
 It improves the quality of decision making under stress and reduces the amount of re-work required
 Foster an environment of creative innovation which helps drive the organisation forward
3. Retain your top performers
 It helps to strengthen supervisory relationships
 It keeps your teams engaged and openly communicating with each other
 Empowers your people to make a positive difference

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4. Manage risk
 Prevents aggression, violence, sabotage, and vandalism amongst disgruntled staff
 Mitigates legal risks
 Fosters a better public perception of your organisation's brand and reduces bad word of mouth

Scenario 3 Feedback/comments S NYS

Question 1
Question 2
Question 3
Question 4
Question 5
Question 6

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Scenario 4

A customer at your bar appears to have become drunk and disorderly. He is knocking over drinks, talking loudly
and has begun arguing with a new staff member working next to you at the bar when she refuses to serve the
customer. You notice that his behaviour is becoming increasingly threatening to customers and your fellow staff
member, who is becoming frightened of the situation.

1. How might this situation escalate if you do not respond appropriately?

Responses
• It may lead to a fight between the staff and the client
• It may lead to a fight between the customers and the drunk customer
• It may lead to unfavourable environment for drinking for other customers
• It may lead to exchange of words with both the clients and staff

2. What actions will you take and what resources can you use to effectively address this situation and prevent
escalation?

Responses

The best way to avoid any potential lawsuits stemming from drunkenness is not to serve a customer who
appears inebriated. Of course, some people can hold their liquor very well, and your staff may not realize the
patron is drunk until it is too late. If you are faced with a customer who has had too much to drink, here are
some tips for handling them:

STOP serving them immediately: If the customer has wandered in from another bar or restaurant, you can
refuse to serve them. They may claim you’re acting illegally, but you're not. You are acting responsibly.

Identify potential causes of conflict and use a range of appropriate and effective defusing responses
Offer the customer some coffee and some food, as an alternative to a drink.
Call a cab or another ride home for the customer. Do not let them drive!
If a customer becomes belligerent or angry, escort them outside of the restaurant and call the police, who can
look after the customer, until he or she is safe and sober.

3. Which documentation do you need to complete in this instance? List 3 instances which must be recorded
associated with conflict situations in a workplace and explain the reasons why this needs to occur.

Responses
 Offer them choices such as "Walk over here with me," "Can I call you a cab" or "Is there someone I can call
for you?" Statements such as "I would much rather help you out then call the police and have you thrown in
detox" are extremely helpful.

 Sober friends can help to calm the drunk down and get them to comply with your wishes faster than you will
ever be able to. They'll respond more to their friend rather than a manager, security guard or an employee
that they do not know.

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 You should approach a drunk in a non-aggressive stance with open, empty hands. Even a friendly, cajoling
police officer will be more effective and have an easier time than the officer who exerts force and appears
pushy.

Scenario 1 Feedback/comments S NYS

Question 1
Question 2
Question 3

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Part B – Questions Workplace policies and protocols to deal with and manage conflict

1. Outline the common procedures and policies which could be part of a company policy regarding the
Requirements for reporting and management of conflict. What does this need to include?

Responses
Step 1 Policy

Ask lots of questions and consult with staff, clients and other organisations before you decide on and formally adopt rules
or policies regarding how disputes will be managed in your organisation. Write these down and make it widely known that
these are the procedures to follow if and when a conflict arises. You may decide to include some of the following ideas:

 Disputes and conflict will be dealt with immediately

 Time must be made at management meetings, staff meetings or staff/client meetings to deal with disputes, or
alternatively arrangements should be made to call a special meeting when required
 Disputes are dealt with at meetings according to agreed procedures
 The consumers of the service are protected at all times from the effects of the dispute
 Complaints or grievances from people involved in the organisation are raised and dealt with, within the
organisation as comprehensively as possible
 Decisions are always made keeping in mind the best interests of consumers and the organisation as a whole
 An outside, neutral person/facilitator will be called in to work with the group to solve the dispute if all parties
involved agree.
Step 2 Operation

Once you have decided on some policy guidelines for conflict, you will need to decide on how you put these into practice.
Here are three possible options that can be used:

"Conflicts" can become a regular management committee meeting agenda item, giving a formal opportunity to raise issues.
Alternatively, conflicts can be automatically referred to a management committee special meeting which can be set up to
deal with them as soon as they occur. These meetings deal with the issues according to agreed policies and procedures.
A disputes contact person is identified who is acceptable and accessible to everyone in the service. Their role can be limited
to acting as first point of contact, or can encompass a wider role. This person may attempt to resolve the dispute, but
whatever is finally decided needs to be ratified or agreed to by the entire management committee.
A Disputes Sub-Committee is set up by the management committee. In a similar fashion to the contact person referred to
above, this sub-committee has strict terms of reference and acts according to agreed policies and procedures. When
attempting to resolve a dispute, the subcommittee can be authorised either to make decisions or to make
recommendations which would be agreed on by the whole management committee at a later date.
Step 3 Process

Once the policy framework has been set up detailing the broad rules for dealing with conflicts, then establish some
procedures that the sub-committee, management committee or the contact person will follow. Establish these to best suit
your organisation, and include the basic principles of justice. The following issues need to be considered for inclusion:

 Fair and clear warnings

 Clear communication
 Clear and democratic decision making
 Appropriate time limits for whatever you decide.
 To develop procedures to deal with internal disputes, consider these questions:
 How is contact to be made by those involved in the dispute/complaint?
 Is it verbal or in writing?

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  When is contact to be made regarding a dispute or complaint?
 Who is involved in the first attempt to resolve the dispute?
 How is this to be achieved?
 Does this involve all parties - and if so, together or separately?
 What are the possible outcomes of this first attempt to resolve the dispute? These might be written or verbal
warnings, compromises, written and signed contracts, recommended action or changes to policy.
 How are changes to be reviewed at the end of the set period?
 If the first attempt to resolve the dispute fails entirely, what is involved in the second attempt to resolve the
dispute?
 How is the second attempt conducted?
 What are the possible outcomes of this second attempt to resolve the dispute?
 What appeal structure should be set up, if required?
 Set out your formal process clearly in writing. Your process might look something like the following example.

2. What are the regulatory, industrial and legislative requirements related to the handling of disputes?

Responses
The Fair Work Act 2009 (FW Act) requires that all modern awards include a term which sets out a procedure for resolving
disputes between employers and employees about any matter arising under the modern award and the National
Employment Standards (NES).
Every modern award contains a dispute resolution clause. Generally, the clause will provide for a process with the
following stages:

 Employee/s meet with their direct supervisor to discuss the grievance

 Failing resolution, the matter is discussed further with more senior management
 Failing resolution of the matter, the employer refers the dispute to a more senior level of management or more
senior national officer within the organisation
 Where the dispute remains unresolved, the parties may jointly or individually refer the matter to the Fair Work
 mission, and
 The employer or employee may appoint another person, organisation or association to represent them during this
process.
Employers should be aware of, and familiarise themselves with, any dispute resolution procedure that applies to their
workplace

3. Explain the variety of communication skills which could be employed to ensure the effectiveness of dealing
with conflict and conflict resolution.

Responses

Recognize Need for a Mediator:

When there is conflict in the workplace that revolves around legal or ethical issues, it may be to the company's
advantage to bring in a professional mediator. This can help ensure that the conflict is resolved while helping to
protect the business from possible legal actions that could arise if the situation is not properly handled. For
normal, everyday conflicts within the workplace, an in-house facilitator can be used. With everyone following a
few conflict-resolution rules, the situation can usually be resolved.

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Set Ground Rules:
Before the conflict resolution process begins, a set of ground rules should be distributed to all participants.
Examples of ground rules could be: avoid generalizations, stay with the current issue, remain seated at all times,
take a time out if needed and listen when others are speaking with interruption. Each organization can tailor the
ground rules to its particular business, based on the type of conflict and the most common scenarios that
disrupt the process of effective communication.

Remain Calm:
One of the most important skills in conflict resolution is the ability to stay calm and avoid raising voices when
working through an issue. It is often helpful to have a neutral party who can help keep the two in conflict on
track. When discussing an issue, employees should try to maintain their cool and keep their voices at a normal
volume. Avoid excessive hand movements such as pointing. Having both parties seated can also help avoid
escalation.

Take Turns Speaking:

Many conflicts arise in the workplace when someone feels he is not being heard by the other person. Each
person involved in the conflict should be given an uninterrupted time to explain his side of the situation. Setting
a timer may be beneficial to keep the conversation moving forward and to make sure each person is given the
same amount of time to air his grievances.

Find a Solution:
After all grievances have been aired, each person should state what her ideal solution to the situation would be.
A facilitator can make notes on these solutions and look for common ground. Each person involved in the
conflict should agree to the resolution or solution to the problem. Participants should not be coerced into
agreement and should walk away feel the problem is truly resolved. In an effective conflict resolution scenario,
each participant leaves feeling she has won and has benefited from the exchange.

4. What are the procedures where conflict involves drugs, alcohol or violence?

Responses
Approaching a person who is under the influence of alcohol or other drugs requires skill and sensitivity to
achieve the best outcome for all at the workplace. When establishing a policy, consideration should be given to
designating and training persons to approach workers who are displaying signs of being under the influence of
alcohol or other drugs. Suitable persons may include managers, supervisors, health and safety representatives
or other persons who have appropriate knowledge, experience and/or qualifications (e.g. counselling). It is
important that designated persons are aware of the most effective style of approach.
The procedure taken when dealing with an employee whose work performance is affected by alcohol or other
drugs depends on:
• The industry
• The workplace culture and structure
• The position of the employee
• The personality of the employee
• Whether it is a case of long-term abuse, or a ‘one-off’ situation
• The legal environment including the contract of employment.
Procedures of this kind should include a chain of responsibility for making approaches if initial contact produces

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a negative or hostile response. When approaching an apparently intoxicated employee it can be more effective
and less confronting to talk in terms of their approach to safety and general work performance rather than their
alcohol or drug use. Care needs to be taken when making this judgement in case the employee is ill or injured,
taking prescribed medication or in some other form of distress which may account for their behaviour. Where
legitimate medication is the cause of unsafe performance, the employee may need to see their general
practitioner for a medication review.

5. What should be covered in an induction program with regards to conflict situations?

Responses
 Procedures and policies which could be a part of a company policy regarding the requirements for
reporting and management of conflict.
 Promoting self-confidence in the employee (through both job competency and acceptance by others)
and also commitment towards others.
 Specific on-the –job training, which aims to assist the employee to attain proficiency in the job as soon
as possible.
 Confirming terms and condition of employment and processing the necessary documents.
 Acquainting the employee with the organisation culture.-that is the various unwritten rules, behaviour
standards interactions etc. That determine how organisation runs.

6. To whom (other than the HR department) should escalated conflict situations or problems be reported in an
organisation?

Responses

 Initially employee should report to their immediate supervisor.

 If the complaint involves the employee’s supervisor the employee should schedule an appointment with
that supervisor.
 If the discussion with the immediate supervisor doesn’t resolve the problem to the mutual satisfaction
of the employee and the supervisor doesn’t respond to the complaint, the employee may submit a
written complain, to the employee’s director.

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7. What is the purpose of evaluating conflict situations? Provide examples how this could be achieved
effectively.

Responses

Builds Relationships: Conflict resolution allows for constructive change to occur. If problems and disagreements
are ignored rather than being handled constructively, things can only go one of two ways; either thing stay the
same, or they get worse. But, when people discuss their differences and work through them together, the stage
is set for positive change to occur.

Although it might be easier in the short term to leave things as they are, this struggle helps everyone involved in
the conflict to work through the problem while developing stronger relationships.
Leads to Goal Achievement

One of the benefits that conflict resolution can bring to your students is that it can facilitate goal achievement.
As they work through conflicts, they make progress toward accomplishing their goals.

This is true in terms of their specific, individual academic and career goals, as well as the overall goal of
becoming more unified with their conflict partner. Becoming better at conflict resolution helps develop other
skills that are useful in other areas.

Enhances Commitment: Another benefit of conflict resolution is that it enhances the commitment between
conflict partners. Working through the conflict with others unites the conflict partners as they face problems
and deal with challenges.

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