MANAGE AND RESOLVE
CONFLICT SITUATIONS
Unit Code: D1.HRS.CL1.09
D1.HOT.CL1.11
D2.TCC.CL1.06
Slide 1
Manage & resolve conflict situations
This unit comprises three Elements:

Respond to complaints

Identify & manage conflict situations

Resolve conflict situations.
Slide 2
Assessment
Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from employer or supervisor.
Slide 3
Respond to complaints
Performance Criteria for this Element are:

Handle complaints sensitively, courteously and
discreetly

Take responsibility for resolving conflict

Handle complaints in accordance with enterprise
procedures.
Slide 4
Handle complaints
A complaint is made by a customer or guest because they
are dissatisfied – causes may be:

The business failing to keep a promise

Service and or products

Actions of others in the business.
Slide 5
Handle complaints
The list of possible causes for complaints is large.
Following is a representative list of common causes of
customer complaint:

Levels of service

Product standards
(Continued)
Slide 6
Handle complaints

Processes

Information given

Charges and fees
(Continued)
Slide 7
Handle complaints

Marketing materials

Failing to keep promises

Condition of the premises
(Continued)
Slide 8
Handle complaints

The environment

Issues relating to other patrons.
Slide 9
Handle complaints
When dealing with a complaint the objective is to:

Convert a bad customer experience into a positive one.
Slide 10
Handle complaints
It is important to deal with complaints in a friendly, efficient
and thorough manner characterised by:

Sensitivity

Courtesy

Discretion.
Slide 11
Handle complaints
Being sensitive when handling conflict:

Take a few seconds to assess the situation before
acting

Factor in all relevant issues

Make requests and give suggestions

Avoid issuing ultimatums
(Continued)
Slide 12
Handle complaints

Take into account how the person feels about the
situation

See things from the other person’s point-of-view

Understand their disappointment, annoyance and
frustration

Acknowledge the legitimacy of their complaint.
Slide 13
Handle complaints
Handling complaints with courtesy involves:

Never shout at them

Never interrupt them

Never touch them

Never threaten them
(Continued)
Slide 14
Handle complaints

Never using or responding with bad language or
behaviour

Always demonstrate respect

Use ‘please’ and ‘thank you’

Use the customer name.
Slide 15
Handle complaints
Handling complaints discretely involves:

Talking in a soft voice

Not discussing previous events

Asking person to move to a private area.
Slide 16
Handle complaints
Always maintain a positive and cooperative approach:

Adopt the ‘right attitude’

Let them talk (‘vent’)

Demonstrate willingness to resolve the problem

Create a friendly atmosphere

Maintain positive customer relations.
Slide 17
Take responsibility for resolving
complaints
Most common ways of identifying a complaint exists:

Being informed by a customer

Monitoring the business environment.
Slide 18
Take responsibility for resolving
complaints
‘Warning signs’ that there may be a complaint:

Raised voices

Facial expressions and or body language indicators

Certain actions undertaken by guests at table
(Continued)
Slide 19
Take responsibility for resolving
complaints

‘Unacceptable actions’

Overheard conversations.
Slide 20
Take responsibility for resolving
complaints
Always apologise whenever a complaint is made:

Give the apology freely

Give it regardless of the nature of the complaint

Even if you believe no legitimate grounds for complaint
exists.
Slide 21
Take responsibility for resolving
complaints
Providing an apology:

Creates a positive environment

Indicates a willingness to respond

Demonstrates your involvement in the process

Is very customer-focussed.
Slide 22
Take responsibility for resolving
complaints
Taking responsibility for finding a solution:

Must occur immediately after the apology

Enables the resolution process to begin – never ignore
a complaint

Is necessary because this is usually what the customer
wants.
Slide 23
Take responsibility for resolving
complaints
Ways to take responsibility for resolving complaints
include:

Introducing yourself

Making an offer of assistance

Investigating the complaint:
• Asking questions
• Listening

Suggesting or offering possible solutions.
Slide 24
Take responsibility for resolving
complaints
Personal characteristics useful in resolving complaints and
or conflicts:

Being assertive – but not aggressive

Being constructive

Being well-informed
(Continued)
Slide 25
Take responsibility for resolving
complaints

Exercising patience

Showing tolerance

Understanding the total picture
(Continued)
Slide 26
Take responsibility for resolving
complaints

Being prepared to compromise

Being consistent.
Slide 27
Handle complaints in accordance
with enterprise procedures
All complaints must be dealt with in accordance with
enterprise procedures:

Individual ‘scope of authority’ (permission to take action
without special permission from management) must be
observed:
• Ability to act on behalf of the business
• Authority to act or respond in certain situations.
Slide 28
Handle complaints in accordance
with enterprise procedures
Scope of authority may allow staff to:

Offer a free product

Offer a free service

Offer a discount

Implement a ‘programmed decision’.
Slide 29
Handle complaints in accordance
with enterprise procedures
Enterprise (‘house’) policies are developed to:

Provide guidance to staff on what can or should or must
be done in certain situations

Give consistency in dealings with customers

Take pressure off staff

Provide basis for in-house training.
Slide 30
Handle complaints in accordance
with enterprise procedures
Enterprise complaint resolution process will address:

Who should deal with complaints

When management and or security should be notified

The approved complaint resolution model to be used

Limits of ‘scope of authority’
(Continued)
Slide 31
Handle complaints in accordance
with enterprise procedures

Programmed decisions

Situations where business will not entertain complaint
resolution

Documentation to be completed

Mandatory training staff must receive before being
allowed to deal with a complaint.
Slide 32
Handle complaints in accordance
with enterprise procedures
Most complaints can be resolved in more than one way –
you should strive for a solution that is:

Quick, easy and practical to implement

Satisfies the complainant

Meets enterprise limitations.
Slide 33
Handle complaints in accordance
with enterprise procedures
Programmed decisions:

Are developed by management

Are prepared for common complaints or situations

May be applied to all complaints

May be applied only after a legitimate complaint has
been established

Give consistency to the way customers are treated

Must be applied ‘as written’.
Slide 34
Handle complaints in accordance
with enterprise procedures
Situation
Response/Programmed decision
Guest complains their main course
meal is not hot enough
Apologise
Offer to replace with meal of guest’s
choice
Provide complimentary coffee
Customer complains the booking was Apologise
not honoured
Provide 25% discount voucher for
next booking
Patron complains the service was not Apologise
as advertised/expected
Deduct 25% from account
Issue 25% discount voucher for next
visit.
Slide 35
Handle complaints in accordance
with enterprise procedures
One useful complaint resolution model is AQUA:

A = Acknowledge

Q = Question

U = Understand

A = Answer.
Slide 36
Handle complaints in accordance
with enterprise procedures
There may be need to refer a complaint, where:

Customer has insisted on ‘seeing the manager’

Complaint has ‘escalated’

You cannot deal with the complaint

The required or requested resolution exceeds personal
‘scope of authority’.
Slide 37
Handle complaints in accordance
with enterprise procedures
An ‘escalated complaint’ is one where one or more of the
following applies:

House policy demands it is handled by management

Other efforts to resolve the situation have failed

The customer is becoming agitated
(Continued)
Slide 38
Handle complaints in accordance
with enterprise procedures

Customer is engaging in unacceptable actions

Allegations of dishonesty are made

Legal action is threatened

Involvement of authorities is mentioned

Reference to media involvement is made.
Slide 39
Handle complaints in accordance
with enterprise procedures
When referring an escalated complaint:

Act swiftly

Explain the context

Refer to an appropriate person, or designated person.
Slide 40
Summary – Element 1
When responding to complaints:
Be alert to the wide-range of potential complaints
people may make
 Realise complaints are individual in nature
 Apply sensitivity, courtesy and discretion when
handling complaints
 Maintain a positive and cooperative manner
(Continued)

Slide 41
Summary – Element 1
Try to convert a negative customer experience into a
positive one
 Take responsibility for resolving the complaint
 Look for warning signs – monitor customers and the
business environment
 Apologise
(Continued)

Slide 42
Summary – Element 1





Read and understand workplace policies and
procedures for handling complaints
Determine your personal scope of authority for taking
action
Learn the programmed decisions which are in place
and available to you
Apply an approved model to assist in resolving
complaints
Refer complaints promptly where there is a need to do
so.
Slide 43
Identify and manage conflict
situations
Performance Criteria for this Element are:

Identify potential for conflict quickly and take
appropriate action to prevent escalation

Identify threats to personal safety of customers or
colleagues quickly and organise appropriate
assistance.
Slide 44
Identify potential for conflict quickly
and take action to prevent escalation
When managing conflict, prompt identification of the
problem is key:

It allows a more timely response

Ignoring conflict only makes matters worse.
Slide 45
Identify potential for conflict quickly
and take action to prevent escalation
Conflict:

A state of opposition between persons or ideas or
interests

A complaint which is not resolved can become a conflict

Does not require physical aggression

Can arise between almost anyone.
Slide 46
Identify potential for conflict quickly
and take action to prevent escalation
Causes of conflict with customers may not be ‘obvious’
and can include:

Lack of service or poor service

Expectations not being met

Dissatisfaction with products or services
(Continued)
Slide 47
Identify potential for conflict quickly
and take action to prevent escalation

Unhygienic conditions

Low comfort levels

Actions of others
(Continued)
Slide 48
Identify potential for conflict quickly
and take action to prevent escalation

Mistake with an account

Error with a booking

Special requests not met.
Slide 49
Identify potential for conflict quickly
and take action to prevent escalation
Conflict with suppliers can relate to:

Business not paying their bills on time

Business not adhering to Terms of Trade

Late placement of orders

Not signing for goods delivered
(Continued)
Slide 50
Identify potential for conflict quickly
and take action to prevent escalation

Business delays delivery drivers when they make a
delivery

Changing suppliers

Taking goods not meant for the business

Failure of supplier to deliver as promised or expected.
Slide 51
Identify potential for conflict quickly
and take action to prevent escalation
Reasons for conflict with colleagues:

Pressure of work

Lack of or poor communication

Prejudices
(Continued)
Slide 52
Identify potential for conflict quickly
and take action to prevent escalation

Ineffective working procedures

Differences in opinions or beliefs

Team member not pulling their weight.
Slide 53
Identify potential for conflict quickly
and take action to prevent escalation
Warning signs of customer conflict:

They look angry or aggressive

They appear flustered or frustrated

They display contorted facial expressions

They glance around as if looking for help
(Continued)
Slide 54
Identify potential for conflict quickly
and take action to prevent escalation

Physically touching someone

Becoming too loud

Slamming doors or throwing things – make sure you
respond to the root cause and not the symptom

Being argumentative.
Slide 55
Identify potential for conflict quickly
and take action to prevent escalation
Indicators there may be a staff conflict situation:

They avoid verbal and visual contact

The make negative facial expressions

They make negative verbal remarks or comments

They make rude gestures or remarks.
Slide 56
Identify potential for conflict quickly
and take action to prevent escalation
Generally, conflict may also occur where:

Customer feels they are being treated unfairly

Colleague feels they are being treated unfairly.
Slide 57
Identify potential for conflict quickly
and take action to prevent escalation
Always be ready to stop a conflict escalating:

‘Nip it in the bud’

Identify the issue as soon as possible

Take action to address the identified situation/problem.
Slide 58
Identify potential for conflict quickly
and take action to prevent escalation
To prevent escalation of conflict involving customers:

Observe the situation for a few seconds before
intervening

Intervene – speak to the person

Ask others to leave the area and or remove potential
weapons – where necessary
(Continued)
Slide 59
Identify potential for conflict quickly
and take action to prevent escalation

Make an offer of help

Try to contain the situation

Involve others from within the business – if necessary.
Slide 60
Identify potential for conflict quickly
and take action to prevent escalation
To prevent escalation of conflict involving colleagues:

Think carefully about the situation
• Is there really a conflict situation?

Plan a response where one is deemed necessary:
• What will you say?
• Use ‘I statements’
• Identify specific examples you will refer to
(Continued)
Slide 61
Identify potential for conflict quickly
and take action to prevent escalation
• Where will you speak to the person?
• When?
• What do you want to happen?

Have the conversation ‘as planned’

Be prepared for feedback

Be prepared to compromise

Only involve management as a ‘last resort’.
Slide 62
Identify threats to safety and
organise assistance
Where your safety or the safety of customers is at risk:

Try to identify these situations as soon as possible

Always respond in some way

Never put yourself in danger

People take priority over property.
Slide 63
Identify threats to safety and
organise assistance
Situations posing a threat include:

Alcohol-affected persons

People with guns or other weapons

Where someone has already been injured by another
person

Individuals whose appearance or actions cause
concern
(Continued)
Slide 64
Identify threats to safety and
organise assistance

People who are reluctant to leave the premises when
asked to do so

People who are physically fighting

People who are arguing

People engaging in erratic or irrational behaviour

People who are harassing or intimidating others.
Slide 65
Identify threats to safety and
organise assistance
House rules:

Be aware of the house rules for your workplace

Be aware of your scope of authority to implement house
rules

Apply house rules consistently to all patrons.
Slide 66
Identify threats to safety and
organise assistance
When organising assistance to address threats to safety:

Use common sense at all times
• Think before you act

Consider the consequences of your actions.
Slide 67
Identify threats to safety and
organise assistance
Assistance may be obtained (subject to house policies and
the nature of the conflict) by:

Contacting Supervisor

Contacting in-house Security

Contacting Police.
You may take action yourself but you are not obliged to do
anything which puts you in danger.
Slide 68
Identify threats to safety and
organise assistance
Ways to organise assistance:

Face-to-face

Internal telephone

Pager

PA system – using coded message

Emergency alert devices.
Slide 69
Summary – Element 2
When identifying and managing conflict:

Realise conflict can occur with customers, suppliers
and co-workers

Always be alert to the potential for conflict to occur

Understand there are many possible reasons for
conflict
(Continued)
Slide 70
Summary – Element 2

Look for the warning signs of conflict – verbal and nonverbal

Take action to prevent escalation of the conflict

Seek to identify threats to safety as soon as possible

Always take action when a threat has been identified
(Continued)
Slide 71
Summary – Element 2

Never put yourself in danger

Put the protection of people above the protection of
property

Know the house rules, policies and procedures for
handling threatening situations

Obtain appropriate assistance when a threatening
situation has been identified.
Slide 72
Resolve conflict situations
Performance Criteria for this Element are:

Take responsibility for finding a solution to the conflict
situations within scope of individual responsibility and
job role

Manage conflict by applying effective communication
skills and anger management techniques

Use conflict resolution skills to manage the conflict
situation and develop solutions.
Slide 73
Take responsibility for finding a
solution to the conflict
You can only respond to a conflict situation within your
designated ‘scope of authority’:

Ability to act generically for the venue

Authority to spend money on behalf of the business

Ability/authority to act in nominated circumstances.
Slide 74
Take responsibility for finding a
solution to the conflict
Standard ‘scopes of authority’ may be given to allow staff
to deal with:

Refusal of service

Asking person to leave

Calling Security

Contacting Police.
Slide 75
Take responsibility for finding a
solution to the conflict
When taking responsibility for finding a solution to conflict:

Realise some situations do not allow time to ‘find a
solution’

Always use common sense and best judgement

Sometimes you can negotiate a solution and
sometimes you cannot

Practice addressing these problem situations – you will
not get every decision correct

Observe and learn from others.
Slide 76
Take responsibility for finding a
solution to the conflict
After your first few attempts at resolving conflict:

Do a de-brief with others:
• How did you go?
• What did you do well?
• What should be done differently next time?
• What are the lessons to be learnt?
Slide 77
Take responsibility for finding a
solution to the conflict
Causes of conflict:

What are possible causes of conflict in the workplace?
• List the answers identified by the class.
Slide 78
Take responsibility for finding a
solution to the conflict
Addressing conflict with colleagues:

Try to resolve without involving management

If a resolution face-to-face with the colleague cannot be
achieved, involve management

Most conflict is easily resolved when people talk

Do not be afraid to make the first move to resolve the
situation.
Slide 79
Take responsibility for finding a
solution to the conflict
Addressing conflict with customers:

Respond immediately

Adhere to limits of individual (personal & job)
responsibilities and authority

Give customers as much control as possible.
Slide 80
Take responsibility for finding a
solution to the conflict
Taking responsibility:

Approaching the person and talking to them

Requesting they modify unacceptable behaviour

Offering to help

Showing a physical presence in the area

Inviting people to explain or discuss the problem

Realising it is your job to take responsibility.
Slide 81
Manage conflict by using effective
skills and techniques
Two keys in dealing with:

Use of appropriate communication skills

Application of suitable anger management techniques.
Slide 82
Manage conflict by using effective
skills and techniques
When communicating:

Every message must have a purpose

Messages should match the interests and abilities of
the receiver

Unnecessary words should be eliminated

Chosen words should be within the experience range
of the receiver

Messages should be clear.
Slide 83
Manage conflict by using effective
skills and techniques
When communicating:

Consider verbal speech – it can be altered to suit
requirements or situations

Send appropriate non-verbal messages – there must be
alignment between verbal and non-verbal messages.
Slide 84
Manage conflict by using effective
skills and techniques
It is also necessary to:

Apply active listening skills

Ask questions

Repeat, re-phrase and or paraphrase, as required.
Slide 85
Manage conflict by using effective
skills and techniques
Language style is important when communicating to
manage conflict:

Use a language style the other person can relate to

Reflect back to the other person the language style they
are using

A similar language style is less threatening and more
likely to achieve positive communication.
Slide 86
Manage conflict by using effective
skills and techniques
Other factors to consider include::

Cultural factors

Socio-economic factors

Health factors
(Continued)
Slide 87
Manage conflict by using effective
skills and techniques

Age

Personality and mood.
Slide 88
Manage conflict by using effective
skills and techniques
Important interpersonal skills when communicating in a
conflict content:

Face the person

Maintain eye contact

Use the person’s name

Seek to establish a rapport.
Slide 89
Manage conflict by using effective
skills and techniques
Anger management techniques to apply include:

Manage personal emotions

Empathise with the other person

Be assertive
(Continued)
Slide 90
Manage conflict by using effective
skills and techniques

Taking control

Looking for a win-win outcome

Showing a willingness to resolve the issue
(Continued)
Slide 91
Manage conflict by using effective
skills and techniques

Defining common need

Not telling them to ‘Calm down’

Using de-fusing techniques

Moving the person to another place which is quiet and
private.
Slide 92
Use conflict resolution skills
Five major ways to handle conflict:

Avoidance

Accommodation

Forcing

Compromise

Collaboration.
Slide 93
Use conflict resolution skills
Communication and interpersonal skills required to resolve
conflict = same as for managing conflict:

Assertiveness

Listening skills

Non-verbal communication

Language style

Problem solving skills

Negotiation

De-fusing techniques.
Slide 94
Use conflict resolution skills
Determining solutions to conflict:

Most conflict has more than one possible solution

Aim for:
• Quick, easy and practical solutions
• Something which satisfies both or all parties
• Meeting all applicable imposed requirements
(Continued)
Slide 95
Use conflict resolution skills

What is best for the customer is often not best for the
business – and vice versa

Compromise is a common necessity

Can exist for ‘customer’ and ‘colleague’ situations

Requires willingness from both parties or sides.
Slide 96
Use conflict resolution skills
Two most common ways to resolve conflict:

Use programmed decisions

On a case-by-case basis.
Slide 97
Use conflict resolution skills
There are four basic options to choose from when
addressing conflict resolution on a case-by-case basis:

Ask the person what it will take to fix the problem and
end the conflict

Meet the other person half-way
(Continued)
Slide 98
Use conflict resolution skills

Offer a formal apology

Doing nothing.
Slide 99
Use conflict resolution skills
All conflicts must be resolved:

With agreement the proposed solution will fix or end the
issue

In accordance with organisational constraints

Within the law.
Slide 100
Use conflict resolution skills
The ‘Six-Step Method’ to conflict resolution:

Listen carefully

Acknowledge

Respond

Take action

Report

Follow-up.
Slide 101
Use conflict resolution skills
Step 1 – Listen carefully:

Listen to everything said

Tune in to body language

Respect thoughts and emotions too

Show genuine interest

Demonstrate engagement and willingness to resolve
the issue.
Slide 102
Use conflict resolution skills
Step 2 – Acknowledge:

Establish and confirm nature and scope of issue

Re-cap any relevant history

Summarise the conflict

Encourage further input.
Slide 103
Use conflict resolution skills
Step 3 – Respond:

Tell customer what you intend doing to resolve the
issue

Verify proposal is acceptable and will fix the problem

Check proposed action is acceptable to the
organisation and you are authorised to implement it

Involve other as necessary to authorise action

Never blame anyone else in the organisation.
Slide 104
Use conflict resolution skills
Step 4 – Take action:

This what the customer wants

Tell customer of anticipated timeframe for resolution

Under-promise and over-deliver

Take action to implement the agreed solution

Advise customer is there are unexpected delays.
Slide 105
Use conflict resolution skills
Step 5 – Report:

Inform management of the conflict and the resolution

A simple verbal report may be sufficient

Advise other staff of progress as appropriate

Record details of the conflict in writing where required.
Slide 106
Use conflict resolution skills
Step 6 – Follow-up:

Return to the customer to check situation has been
resolved

Verify promises made have been kept

Confirm person is satisfied with result or outcome.
Slide 107
Summary – Element 3
When resolving conflict situations:

Take responsibility for finding a solution

Only operate within your designated scope of authority

Realise conflict can occur with patrons or colleagues

Recognise sometimes there can be no negotiated
solution
(Continued)
Slide 108
Summary – Element 3

Try to give control to the customer when resolving
customer conflict

Be prepared to show a physical presence

Use appropriate communication and interpersonal
skills

Factor in social, cultural and other relevant contexts
(Continued)
Slide 109
Summary – Element 3

Apply anger management techniques

Use conflict resolution skills

Develop solutions to address identified conflict

Be prepared to ask the person what it would take to fix
the problem
(Continued)
Slide 110
Summary – Element 3

Compromise can be an effective solution strategy

Always be prepared to apologise

Accept ‘doing nothing’ can be an appropriate response

Work within organisational constraints and legal
requirements.
Slide 111