SITXCOM005

MANAGE CONFLICT
Learner Workbook
INSTRUCTIONS TO LEARNER

ASSESSMENT INSTRUCTIONS

Overview
Prior to commencing the assessments, your trainer/assessor will explain each assessment
task and the terms and conditions relating to the submission of your assessment task. Please
consult with your trainer/assessor if you are unsure of any questions. It is important that you
understand and adhere to the terms and conditions, and address fully each assessment task.
If any assessment task is not fully addressed, then your assessment task will be returned to
you for resubmission. Your trainer/assessor will remain available to support you throughout
the assessment process.
Written work
Assessment tasks are used to measure your understanding and underpinning skills and
knowledge of the overall unit of competency. When undertaking any written assessment
tasks, please ensure that you address the following criteria:
 Address each question including any sub-points

 Demonstrate that you have researched the topic thoroughly

 Cover the topic in a logical, structured manner

 Your assessment tasks are well presented, well referenced and word processed

 Your assessment tasks include your full legal name on each and every page.

Active participation
It is a condition of enrolment that you actively participate in your studies. Active
participation is completing all the assessment tasks on time.
Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and
representing them as your own. Plagiarism is a serious act and may result in a learner’s
exclusion from a course. When you have any doubts about including the work of other
authors in your assessment, please consult your trainer/assessor. The following list outlines
some of the activities for which a learner can be accused of plagiarism:

 Presenting any work by another individual as one's own unintentionally

 Handing in assessments markedly similar to or copied from another learner

 Presenting the work of another individual or group as their own work

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  Handing in assessments without the adequate acknowledgement of sources
used, including assessments taken totally or in part from the internet.

If it is identified that you have plagiarised within your assessment, then a meeting will be
organised to discuss this with you, and further action may be taken accordingly.
Collusion
Collusion is the presentation by a learner of an assignment as their own that is, in fact,
the result in whole or in part of unauthorised collaboration with another person or
persons. Collusion involves the cooperation of two or more learners in plagiarism or
other forms of academic misconduct and, as such, both parties are subject to disciplinary
action. Collusion or copying from other learners is not permitted and will result in a “0”
grade and NYC.

Assessments must be typed using document software such as (or similar to) MS Office.
Handwritten assessments will not be accepted (unless, prior written confirmation is
provided by the trainer/assessor to confirm).

Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory
(requires more training and experience).

Once the learner has satisfactorily completed all the tasks for this module the learner
will be awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of
competency.

If you are deemed “Not Yet Competent” you will be provided with feedback from your
assessor and will be given another chance to resubmit your assessment task(s). If you
are still deemed as “Not Yet Competent” you will be required to re-enrol in the unit of
competency.
Additional evidence
If we, at our sole discretion, determine that we require additional or alternative
information/evidence in order to determine competency, you must provide us with such
information/evidence, subject to privacy and confidentiality issues. We retain this right
at any time, including after submission of your assessments.

Confidentiality
We will treat anything, including information about your job, workplace, employer, with
strict confidence, in accordance with the law. However, you are responsible for ensuring
that you do not provide us with anything regarding any third party including your
employer, colleagues and others, that they do not consent to the disclosure of. While we
may ask you to provide information or details about aspects of your employer and
workplace, you are responsible for obtaining necessary consents and ensuring that

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privacy rights and confidentiality obligations are not breached by you in supplying us
with such information.

Assessment appeals process

If you feel that you have been unfairly treated during your assessment, and you are not
happy with your assessment and/or the outcome as a result of that treatment, you have
the right to lodge an appeal. You must first discuss the issue with your trainer/assessor.

Recognised prior learning

Candidates will be able to have their previous experience or expertise recognised on request.

Special needs
Candidates with special needs should notify their trainer/assessor to request any required
adjustments as soon as possible. This will enable the trainer/assessor to address the identified needs
immediately.

ASSESSMENT REQUIREMENTS

Assessment can either be:

 Direct observation

 Product-based methods e.g. reports, role plays, work samples

 Portfolios – annotated and validated

 Questioning

 Third party evidence.

If submitting third party evidence, the Third Party Observation/Demonstration

document must be completed by the agreed third party.

Third parties can be:

 Supervisors

 Trainers

 Team members

 Clients
If you would like to proceed further with the request after discussions with your

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trainer/assessor, you need to lodge your appeal to the course coordinator, in writing,
outlining the reason(s) for the appeal.

 Consumers.

The third party observation must be submitted to your trainer/assessor, as directed.

The third-party observation is to be used by the assessor to assist them in determining

competency.

The assessment activities in this workbook assess aspects of all the elements,
performance criteria, skills and knowledge and performance requirements of the unit of
competency.

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To demonstrate competence in this unit you must undertake all activities in this
workbook and have them deemed satisfactory by the assessor. If you do not answer
some questions or perform certain tasks, and therefore you are deemed to be Not Yet
Competent, your trainer/assessor may ask you supplementary questions to determine
your competence. Once you have demonstrated the required level of performance, you
will be deemed competent in this unit.

Should you still be deemed Not Yet Competent, you will have the opportunity to
resubmit your assessments or appeal the result.

As part of the assessment process, all learners must abide by any relevant assessment
policies as provided during induction.

If you feel you are not yet ready to be assessed or that this assessment is unfair, please
contact your assessor to discuss your options. You have the right to formally appeal any
outcome and, if you wish to do so, discuss this with your trainer/assessor.

Observation/Demonstration

Throughout this unit, you will be expected to show your competency of the elements
through observations or demonstrations. Your trainer/assessor will have a list of
demonstrations you must complete or tasks to be observed. The observations and
demonstrations will be completed as well as the activities found in this workbook.

An explanation of observations and demonstrations:

Observation is on-the-job

The observation will usually require:

 Performing a work based skill or task

 Interaction with colleagues and/or customers.

Demonstration is off-the-job

A demonstration will require:

 Performing a skill or task that is asked of you

 Undertaking a simulation exercise.

Your trainer/assessor will inform you of which one of the above they would like you to do. The
observation/demonstration will cover one of the unit’s elements.

The observation/demonstration will take place either in the workplace or the training environment,
depending on the task to be undertaken and whether it is an observation or demonstration. Your
trainer/assessor will ensure you are provided with the correct equipment and/or materials to
complete the task. They will also inform you of how long you have to complete the task.

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You should be able to demonstrate the skills, knowledge and performance criteria required for
competency in this unit, as seen in the Learner Guide.

THIRD PARTY GUIDE

You should supply details of the third party to the assessor before you commence the
activities (see below), unless the assessor has already selected a third party themselves.
The assessor can then contact the third party in instances where they require more
evidence to determine competency, or they cannot observe certain tasks themselves.
The reasons to use a third party may include:
 Assessment is required in the workplace
 Where there are health and safety issues related to observation
 Patient confidentiality and privacy issues are involved.

If you are not employed, or able to complete demonstrative tasks in the workplace, you
will need to inform the assessor. They will be able to provide you with a simulated
environment in which to complete these tasks.

We would prefer that, wherever possible, these be “live” issues for your industry and
require application of the principles that you are learning as part of your training.
Where this is not possible, you and your third party should simulate the activity tasks
and demonstrations that you believe would be likely to arise in your organisation or job
role.

Third party evidence can also be used to provide “everyday evidence” of tasks included
in your work role that relate to the unit of competency but are not a part of the formal
assessment process.

The third party is not to be used as a co-assessor – the assessor must make the final
decision on competency themselves.

Documents relevant to collection of third party evidence are included in the Third Party
section in the Observations/Demonstrations document.

ACTIVITIES

Complete the following activities individually or in a group (as applicable to the specific activity
and the assessment environment).

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 ACTIVITY 1A

Objective To provide you with an opportunity to identify potential for conflict and take
swift and tactful action to prevent escalation.
Identify five signs of potential conflict in the workplace.

Ans: signs of workplace conflict include:

⮚ Use of negative body language
⮚ Development of cliques
⮚ Noticeable changes in behavior
⮚ Workers speaking out of character
⮚ Use of emotive language
⮚ Eagerness to leave the workplace at the earliest opportunity
⮚ Intolerance of other workers

Identify three ways of preventing the escalation of workplace conflict.

Ans: Consider the following ways of preventing escalation:

⮚ Giving employees regular opportunities to voice their concerns
and grievances

⮚ Arranging meetings involving workers who are in conflict and

highlighting the benefits of behavioral change

⮚ Satisfying the personal and professional needs of employees

⮚ Ensuring that workers are aware of laws regarding harassment,

bullying and other forms of workplace conflict

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 ACTIVITY 1B

Objective To provide you with an opportunity to identify situations where personal

safety of customers or colleagues may be threatened and organise appropriate
assistance.

Identify five signs of threatening behaviour in the workplace.

Ans: signs of threatening behavior:

⮚ Flushed/pale face

⮚ Sweating

⮚ Fidgeting and pacing

⮚ Trembling/shaking

⮚ Clenched jaw/fists

⮚ Speaking at increased volumes

⮚ Shallow/rapid breathing

⮚ Giving ‘dirty looks’ or avoiding eye contact

⮚ Showing a lack of regard for personal space

⮚ Adopting aggressive postures

⮚ Making abusive gestures

Which rules should be followed when there is a significant risk to personal

safety in the workplace?
Ans: Follow the need to act in accordance with organizational policies and
procedures. Staff should understand that the risk might increase if angered
individuals witness the request for help. It might be necessary to use prearranged
signals and electronic devices for communication with colleagues. The learners
should also be prepared to call security or the police in instances of significant
danger.

These rules should be followed for effective conflict

management:
⮚ Taking swift action to avoid the escalation of conflict

⮚ Remaining positive despite failed attempts to deal with conflict

⮚ Identify the respective needs of each party and be prepared to

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 compromise

⮚ Question and listen to people when they address the reasons for
conflict

⮚ Refusing to engage in gossip and talk behind people’s backs

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 ACTIVITY 1C

Objective To provide you with an opportunity to identify and use resources to assist in
managing conflict.
Outline the ways in which the following resources can assist you when it comes
to the management of workplace conflict

⮚ Counsellors
⮚ Internal security staff
⮚ Mediators
⮚ Other staff members
⮚ Police
ANS:
Conunellors
. The counsellor should have a good understanding of your
industry and know which conflict resolution techniques
should be used. You may opt to arrange group counselling
sessions if there is a general conflict among the workgroup.
However, one-on-one sessions may also be necessary. It
will be necessary to introduce the counsellor to your
employees and ensure that they know the types of
assistance and guidance available.
internal security staff
. You should have the opportunity to call upon security
staff in the event of physical or verbal abuse. They will be
able to assist in the control of violent and aggressive
behavior. It might be deemed necessary to escort
threatening customers away from the premises and ensure
that arguments don’t escalate.
mediators
Mediators may play a key role when it comes to the
prevention of conflict escalation. You might need to call on
their assistance when discussing potentially disruptive
organizational changes and differences of opinion between
employees. They should carefully consider the points that
are made and suggest appropriate forms of resolution
other staff members
All of the employees within your organization must take
some responsibility for the management of conflict.
Workers should be prepared to accept responsibility for
their actions and address the signs of conflict. Managers
and other senior staff members should set a positive
example and deal with issues before they escalate. A
certain degree of conflict is to be expected and may
actually help in the development of the organization.
However, steps must be taken to address the reasons for
conflict and make any changes necessary.

Police
It might be necessary to call upon the assistance of the
police in particularly severe instances of workplace
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 conflict. Their help might be required in the event of
physical violence or verbal abuse. All employees will be
expected to act in accordance with the relevant legislation
and follow the policies and procedures which have been
established by your organization.

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 ACTIVITY 2A

Objective To provide you with an opportunity to establish and agree on the nature and
details of conflict with all parties and assess impact.
This is a practical activity which will require you to establish and agree on the
nature of a conflict that has occurred in your workplace. It will be necessary to
hold discussions with the respective parties and find out about their
perspectives. The interest-based relational approach may be used for the
identification of conflict causes. You should record all of the key details and
outline the potential causes of the conflict.

ANSWER

Managing and resolving workplace conflicts is one of the most

challenging challenges that managers and workers face. The two most
common responses to confrontation are "Battle it out" or "Flee." Since a
solution hasn't been discovered in either circumstance, we often feel
uncomfortable or dissatisfied with the results. Learning to resolve
disagreement in a constructive manner may turn a potentially bad
situation into an opportunity for creativity and increased performance.
Understanding the root causes of conflict in the workplace is essential
to a successful conflict management strategy.
Conflict arises when individuals in a workplace are seen to have
divergent interests. Disagreements should be set apart from this.
Conflict is only a byproduct that leads to disputes. They express
disagreement in an external way. Common forms of conflict include
formal judicial proceedings, complaints, disagreements, threats and
counter-threats, etc. Disagreements can exist without conflict, while
conflict cannot exist without disputes. Conflict, on the other hand, might
not be so obvious. Every workplace has a lot of disagreement that never
results in conflicts.

It's important to know that there are 3 main categories of conflict.

Conflicts in personal and interpersonal relationships are related to how
individuals feel and who they associate with. Breach of confidence and
disrespect are two issues that might need to be addressed. Goals,
structures, and procedures that apply to both the staff and the
organization as a whole are the subject of instrumental conflicts.
The goals and objectives that individuals are most interested in are
linked to conflicts of interest. Due to a personal connection to a client or
role within an organization, there may be a conflict of interest.

The interest-based relational strategy should be implemented using the

following steps:

- Maintaining a participation in the process and giving the other parties

with respect, despite potentially opposing viewpoints, is essential.
Additionally, an acceptable level of civility should be upheld, and an
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 effort should be made to resolve issues constructively.

- Distancing the persons involved from the issues that have arisen; there
shouldn't be any finger-pointing or unjust criticism. It should be
acknowledged that people have good arguments and good motives for
choosing particular positions.

-allowing each party, the chance to present their arguments and

listening intently - it's crucial to carefully weigh the opinions of each
side. When offered alternate viewpoints, employees should be ready to
modify their opinions and be adaptable in their arguments.

-In attempt to discover a conclusion that pleases all parties, you may
need to negotiate. This requires carefully weighing the available options
and the available data. Finding many solutions for a successful
resolution may be the goal of brainstorming.

IDENTIFY FOUR NEGATIVE IMPACTS THAT CONFLICT MAY HAVE UPON YOUR
ORGANISATION.

ANSWER

The impact of conflict may be evaluated using a variety of ways. It's critical
to understand both the benefits and drawbacks of conflict for both the
organization as a whole and its workforce. Employees who have trouble
getting along with their coworkers and receive conflicting instructions from
upper management may find themselves under more and more stress. The
employee's performance and dedication to the company are likely to suffer
as a result of this stress. They could decide to skip meetings and business
events. These employees could be inclined to take time off and search for
different types of employment. If the complaints of such members of staff
are addressed, the organization can miss out on the great contribution that
could be offered.
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 The hiring and training of substitute staff members may require additional
time and resources.
Conflict at work is also probably going to make people less productive.
Argumentative employees that frequently complain will not be
concentrated on the work at hand. As these personnel don't take the
necessary care and attention, mistakes might be made. Other workers may
become aware of the disagreement and decide to take a side. During
organizational activities, there could be a communication breakdown and a
resistance to working together. Poor performance might also lead to
customer complaints. A risk of verbal violence and physical aggression in
the employment exists if the disagreement is not handled or managed.
Employees may leave the company as a result and file lawsuits.
In the event that the organization is proven to be at fault, there might be
severe financial damage.

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 ACTIVITY 2B

Objective To provide you with an opportunity to manage conflict within scope of own
role and responsibilities, and according to organisational procedures.
Imagine that a customer has become intoxicated and is acting in an aggressive
manner. How should you respond to this situation in accordance with the scope
of your own role and responsibilities?

Ans:

o Disobeying a summons In some cases, refusing to service a customer

hold on to clients

o Making people abandon your property

o Internal security personnel are contacted.

o o Calling the police for help in an emergency

o A ban is an order that is issued.

Identify five types of procedures that apply to the management of conflict

within your organisation.

Ans:

processes for resolving complaints

o Utilization of restraint and defense weapons

o inebriated people's control

o Systematic maintenance of records and data

o Methods of communication and reporting

o Evacuation and emergency procedures

o Own role, responsibility, and delegation policies and procedures

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 ACTIVITY 2C

Objective To provide you with an opportunity to take responsibility for seeking a solution
to conflict within scope of own role and responsibilities, seeking assistance
where required.

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 Outline five strategies that can be used during the conflict resolution process.
Ans
There are a total of five conflict resolution methods that may be employed.
The first choice is to engage in a battle or a competition. If this approach is
employed, there will always be a winner and a loser. As a result, tensions and
ill blood may develop between the persons involved. The best way to get
things done is to work together. A mutual commitment to the dispute
resolution process is required, though. The parties involved should be
prepared to work together and come up with mutually beneficial solutions to
their differences. Compromise or negotiation, on the other hand, is a third
choice. This will necessitate some concessions from both parties in order to
find a workable middle ground. The problem may be avoided or rejected if it is
difficult to come to a consensus.

Identify five impact factors which will have a bearing on your ability to resolve
workplace conflict.
Ans
; There are a total of five conflict resolution methods that may be employed.
The first choice is to engage in a battle or a competition. If this approach is
employed, there will always be a winner and a loser. As a result, tensions and
ill blood may develop between the persons involved. The best way to get
things done is to work together. Although there are many aspects that might
affect your capacity to handle disagreement in the job, the most important one
is your personality. Your age, height, weight, and communication skills may all
play a role. You might not feel confident of dealing with a confrontational
customer who is well built and highly aggressive. However, you might feel
relatively comfortable dealing with a middle-aged female customer who is
quite polite.
Other impact factors include:
⮚ Allies in the workplace

⮚ drowsiness and exhaustion

⮚ Intoxication level

⮚ Weapons that might be used in a

combat situation

⮚ Day of the week

⮚ Levels of clamor

⮚ ⮚ Hazards

Why might assistance be required when attempting to deal with conflict and
which options are available to you?
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 ANSWER

Recognize your limitations both personally and professionally when it

comes to conflict management. It may be wise to seek help if you
believe you lack the required knowledge or abilities. Use of a
professional mediator or a referral to a senior member of your
organization may be essential. In your employment, an advocate could
be needed to make an argument on favor of a group.
Assistance will be necessary when disagreements flare up and action is
sluggish. A specialist in conflict resolution may be contacted in line with
the policies and procedures of your organization. They should be
equipped with the expertise and information needed to lead and direct
disputing parties to amicable agreements.

The following sorts of support are available to you:

-Mediation.
- Employee support.
- Activism.
-Senior staff personnel providing supervision and advice.
- Assistance from coworkers.

You should be conscious that both you and the participants to the
disagreement may get help. You will be able to ask for psychological or
emotional help. Another choice is to get advice with legal issues and to
make sure that crucial details are understood. When requesting
assistance, you must adhere to the policies and practices of the
organization.

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 ACTIVITY 2D

Objective To provide you with an opportunity to identify and evaluate impact of conflict
on business reputation and legal liability.

Identify five ways in which the management of conflict may affect your business
reputation.
Ans: If your attempts at conflict management prove unsuccessful then your
business reputation may be adversely affected. Stories might be spread after legal
proceedings that have reflected badly on your organization. Your customers might
gossip and spread the word via social media. This is likely to have a negative
impact on your business finances. People may choose companies with better
reputations for conflict management. You might have to invest in advertising and
reputation management in order to restore the positive standing of your
organization.

Identify four legal requirements that should be met by businesses in the

tourism, travel, hospitality, and events industries.
Ans Companies involved in tourism, travel, hospitality, and
special events must comply with the following legal obligations:
⮚ Refusing to provide alcohol to
individuals who are already inebriated
⮚ Protecting licensed places of business
from unsupervised entry by minors
⮚ Refusing to sell alcohol to underage
customers.
⮚ Not selling cigarettes or tobacco
products to children under the age of
18
⮚ Keeping kids out of gaming
establishments
⮚ Observance of contractual obligations

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 ACTIVITY 2E

Objective To provide you with an opportunity to evaluate options to resolve the conflict,
taking into account organisational policies and constraints.

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 Imagine that you have been given responsibility for managing a conflict between
two employees who have different ideas about the adoption of business
practices.
Outline the steps that you would follow to evaluate options for the resolution
of this conflict.
⮚ Ans: Give the relevant parties your full attention and make sure
they feel validated. This will help to regain control and enable you
to exert a calming influence. You shouldn’t cast judgement or
make negative remarks in response to individual statements. It
will be necessary to consider people’s feelings and the
information that they provide

⮚ Clarify the issues and attempt to find a solution that accounts for
the expectations and needs of each party. Once control has been
regained you can continue with your communication. Never be
afraid of silence; allow others time to formulate their words or to
gather their thoughts and emotions

⮚ Prepare a plan in good time, so that you don’t react exclusively to

emotions or crises during arguments. You can also use a team
approach in your incident de-escalation to provide you with
support or the help of another person if this is needed

⮚ Conduct debriefing sessions after meeting with each party. This

will give you the opportunity to clarify your understanding and
ensure that each party is happy with the points made. You should
make a record in case any further issues occur. This may be
referenced in the future.

Identify five examples of organisational policies and constraints that should be

considered when evaluating conflict resolution methods
Ans: It will be necessary to consider these policies and
constraints:
⮚ Complaints

⮚ Customer service

⮚ Disputes

⮚ Exchanges

⮚ Refunds

⮚ Staff grievance

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 ⮚ Costs and budgets

⮚ Lack of availability of replacement products or services

⮚ Organisational policy on refunds or exchange.

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 ACTIVITY 2F

Objective To provide you with an opportunity to implement the best solution and
complete required reports.

Detail five steps that should be taken when implementing the conflict
resolution process.

ANSWER

The following are five stages that should be followed when putting the
dispute resolution method into practice:

- Forcing, where someone solves an issue because it affects them

personally.

- Collaborating - Each party should be ready to engage cooperatively

and actively to address issues.

-Compromise: This approach could be successful. However, just because

the parties wish to end the dispute doesn't mean they should try to
reach a settlement. Each side should gain something from the outcome.

- Withdrawing - Some people could choose to stay away from a dispute

entirely or only in part.

- Accommodating entails taking into account the requirements and

preferences of the other person. People should be willing to give up things
for the good of the entire organization

Provide five examples of records and reports that should be completed as

part of the conflict management process.
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 ANSWER

Ans: You will have to complete the following records and

reports:
⮚ Incident reports

⮚ Security logs and journals

⮚ Running sheets

⮚ Task allocation sheets

⮚ Records of conversation

⮚ Electronic and paper-based information

⮚ Radio and telephone records

ACTIVITY 3A

Objective To provide you with an opportunity to communicate with parties involved to

seek and provide feedback on conflict and its resolution.

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 Ans: Communication techniques used in conflict may include:
⮚ Communication in both verbal and nonverbal forms

⮚ The ability to recognize nonverbal cues

⮚ posing questions and paying attention

⮚ Language that promotes cooperation

⮚ Use of emotions, speech, and body language in a professional

manner

⮚ Providing constructive criticism

⮚ Reflection

⮚ Summarizing

⮚ Re-phrasing

⮚ Paraphrasing

⮚ Presenting options

Specify five rules that should be followed when providing constructive feedback
about the conflict resolution process.
Ans: These rules should be followed when providing
constructive feedback:
⮚ Using I statement

⮚ Addressing the behavior rather than the individual

⮚ Refer to observations rather than judgements of the behavior

⮚ Provide people with choices rather than giving direct instructions

⮚ Ensuring that the environment is calm and relaxed when giving

feedback

⮚ Respecting individual differences and attitudes

⮚ Taking breaks if discussions regarding conflict become heated

Identifying and asking for assistance when required

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 ACTIVITY 3B

Objective To provide you with an opportunity to evaluate and reflect on the conflict and
effectiveness of the solution.
What is an organisational debriefing and how can it be used in the review and
evaluation of the conflict management process?
Ans: As part of the dispute resolution process, a debriefing will be required.
Allows each party an opportunity to contemplate and propose any changes
that may be made. You'll need to take into account how far you've come and
how effective your efforts have been. Debriefing processes should be followed
and access and equitable criteria must be met.

Allow you to do the following during a conflict resolution

debriefing:
⮚ Analyze the scenario and determine its success or failure.

⮚ Distinguish unresolved points of contention

⮚ Find out what each side has to say and be sure you're moving in
the right direction

2. Identify five details that should be included in an evaluation report.

Ans: The evaluation report should be written in accordance with
organisational expectations regarding style and formatting. It should include a
brief summary, highlighting the key points and factors that have been
considered.
The following details should also be included:
⮚ Background

⮚ Dates and times of evaluation

⮚ Editors (who took part)

⮚ The process's nature

⮚ An in-depth analysis of the situation

⮚ Progression and success

⮚ Recommendations

⮚ References

⮚ Appendix

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 ACTIVITY 3C

Objective To provide you with an opportunity to determine possible causes of workplace

conflict and provide input for workplace enhancement and improvements.

Identify eight potential causes of workplace conflict.

Ans: Other causes of workplace conflict include:
⮚ Differences of opinion

⮚ Different ways of working

⮚ Competing needs

⮚ Cross-cultural issues

⮚ Racial or religious issues

⮚ Abuse of power

⮚ Workplace bullying

⮚ Poor management

⮚ Customer dissatisfaction

⮚ Gender issues

⮚ Inter-generational issues.

2. Why might conflict management workshops and training be arranged by your

organisation?
Ans: To help employees deal with conflict in the workplace, courses and
training in conflict management may be offered. It's possible that the staff will
learn how to recognize conflict indicators and take appropriate action at the
first indication of it.

Conflict management training may include a variety of themes,

some of which are as follows:
⮚ Controlling problematic habits

 Negotiation

⮚ Efforts to stop bullying

⮚ Mediation
⮚ Group administration.

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 SUMMATIVE ASSESSMENTS

The summative assessments are the major activities designed to assess your skills,
knowledge and performance, as required to show competency in this unit. These
activities should be completed after finishing the Learner Guide. You should complete
these as stated below and as instructed by your trainer/assessor.

Skills, knowledge and performance may be termed as:

 Skills – skill requirements, required skills, essential skills, foundation skills

 Knowledge – knowledge requirements, required knowledge,

essential knowledge, knowledge evidence

 Performance – evidence requirements, critical aspects of

assessment, performance evidence.

Section A: Skills activity

The skills activity is designed to be a series of demonstrative tasks that should be
assessed by observation (by the assessor or third party, depending on the
circumstances).

It will demonstrate all of the skills required for this unit of competency – your assessor
will provide further instructions to you, if necessary.
Section B: Knowledge activity (Q & A)
The knowledge activity is designed to be a verbal questionnaire where the assessor asks
you a series of questions to confirm your competency for all of the required knowledge
in the unit of competency.
Section C: Performance activity
The performance activity is designed to be a practical activity performed either in the
workplace or a simulated environment. You should demonstrate the required practical
tasks for the unit of competency and be observed by the assessor and/or third party, as
applicable to the situation. If the third party is required to observe you, you will need to
make the required arrangements with them.

If necessary for the activities, you should attached completed written answers,
portfolios or any evidence of competency to this workbook.

SECTION A: SKILLS ACTIVITY

Objective: To provide you with an opportunity to show you have the required skills for this unit.

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 This activity will enable you to demonstrate the following skills:
Reading skills to:
 Research sources of internal and external assistance to resolve the conflict

Writing skills to:

 Prepare reports, noting comprehensive details of the conflict, the parties
involved, discussions with all parties and the resolution

Initiative and enterprise skills to:

 Consider and suggest changes to workplace practices to avoid future conflict

Teamwork skills to:

 Discuss and resolve conflicts between team members

Answer the activity in as much detail as possible, considering your organisational requirements.

1. This is a practical activity which will require you to resolve a conflict between two or more
employees. You will need to research and utilise appropriate sources of internal and external
assistance. It will also be necessary to arrange and partake in workplace discussions for
successful resolution of the conflict. Finally, you will need to prepare a report, noting
comprehensive details of the conflict, the parties involved, discussions with all parties, and the
resolution.

ANSWER

ANSWER

Due to individual prejudices held by workers or perceptions of employee abuse, two employees
have a discriminatory dispute.

A minority employee in a team context who believes that he is constantly given the least
important responsibilities in the group is an instance of a discrimination-related dispute.
Employees start harboring grudges towards their coworkers and superiors, which they
ultimately let out through decreasing output or plain verbal disagreement.

I have to

#Respond to disputes

- Resolve disputes tactfully, politely, and covertly.

- Assume accountability for settling disputes.
- Resolve disputes in accordance with corporate policies; if they fall outside of my sphere of
influence, I will seek internal support.

# Recognize and handle conflictual circumstances.

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- Quickly see potential for conflict and take proper action to stop it from escalating - Fully
comprehend the specifics of the dispute
- Quickly identify hazards to the personal safety of clients or coworkers and provide for the
necessary help.

#Resolve conflicts as they arise.

-Assume responsibility for resolving disputes within the parameters of one's personal
accountability and professional responsibilities.
- Control conflict by using tactics for controlling your anger and excellent communication skills.
-Use conflict resolution techniques to control the issue and come up with solutions.

Following a discussion of the allocated work duties, any adjustments needed to ensure that the
tasks are distributed fairly are made, and the agreed-upon job scope is documented for each
employee.

2. This is a practical activity which will require you to consider the details of any conflicts that
have happened recently in your workplace. You should analyse the reasons for these conflicts
and suggest changes to limit the risk of reoccurrence.

ANSWER

ANSWER

#Establish workplace conflict policies.

Establish procedures for settling disputes at work. Include instructions on how to report
the disagreement, what to do, and how to stop it from happening again.

# Develop managers' mediation skills.

Managers should know how to handle disagreement instead of ignoring it and assist
workers in regaining focus. Managers should receive training in dispute resolution and
negotiating techniques. These abilities will aid managers in improving their listening and
empathy skills for staff members.

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# Get rid of gender prejudice.

Managers should be made aware of workplace prejudices against women, such as the
notion that they are more argumentative than males, in order to overcome this difficulty.
Focus on the problem as a whole rather than picking out one person or drawing emphasis
to their gender.

#Establish priorities.

Perhaps the most common source of conflict at work is miscommunication. Use project
management software to remove ambiguity regarding deadlines and priorities in the
workplace. To ensure that everybody is on the identical page, employers should define the
duties of both employees and supervisors explicitly.

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 SECTION B: KNOWLEDGE ACTIVITY (Q & A)

Objective: To provide you with an opportunity to show you have the required knowledge for this
unit.

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

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 Answer each question in as much detail as possible, considering your organisational requirements
for each one.

1. Can you give five examples and causes of conflict that are commonly encountered in the tourism,
travel, hospitality, and event industries?
Ans: Cause-
1. racism
2. poor communication
3. lack of planning
4. poor staff selection
5. bully and harsament

2. Can you identify five signs of potential conflict in the workplace?

• Use of negative body language

• Development of cliques
• Noticeable changes in behaviour
• Workers speaking out of character
• Use of emotive language
• Eagerness to leave the workplace at the earliest opportunity
• Intolerance of other workers

3. Can you describe five stages of conflict in the workplace?

ANSWER

Latent conflict, perceived conflict, felt conflict, visible conflict, and conflict aftermath are
the five stages of conflict in the workplace.

4. Can you identify three levels of workplace conflict?

Individual conflicts

Interpersonal conflicts

Group level conflicts

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5. Can you identify four potential results of conflict in the workplace?

it will cause stress within workplace

employees will not perform well
project failure
there will be decrease in productivity

6. Can you identify four ways of demonstrating assertiveness when dealing with workplace conflict?

Knowing that you deserve to be treated respectfully and equally

Not apologising unnecessarily
Recognising and valuing your rights
Knowing that your rights and thoughts are just as important as others
Knowing that others rights and thoughts are also as important as your own
Not waiting for others to recognise your needs

7. Can you identify three communication techniques that can be used for the effective resolution of
conflict?

⮚ Verbal and non-verbal language and communication

⮚ Recognition of non-verbal signs

⮚ Questioning and listening

8. Can you identify four resources that can assist in the management of workplace conflict?

Resources that can help with workplace conflict management include:

- Psychologists.
-Internal security personnel
-The mediators.
-Additional employees.
- The police.

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9. Can you identify four communication skills that should be used when dealing with conflict
situations?

1. the comments that you make and ensure that they are appropriate for the audience.
2. It is advisable to use short and direct statements for assured understanding.
3. You should communicate in a suitable style and adapt your language to suit the parties that you
are addressing.
4. It will be necessary to adapt your spoken delivery in accordance with the conflict situation.
Speak in a calm, comfortable and controlled manner when dealing with customers and
colleagues

10. Which of your organisational policies and procedures relate to complaint, conflict, and dispute
resolution?

o Procedures for handling grievances

o The use of restraints and weapons for defense.

o inebriated people's control

o Systematic maintenance of records and data

o Methods of communication and reporting

o Evacuation and emergency procedures

o Procedures pertaining to one's own function, obligation, and delegating authority

SECTION C: PERFORMANCE ACTIVITY

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Objective: To provide you with an opportunity to demonstrate the required performance elements
for this unit.

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

Answer the activity in as much detail as possible, considering your organisational requirements.

1. This is an ongoing practical activity which will require you to resolve escalated
complaints or disputes with customers in relation to at least three of the
following matters.

 Delays or poor timing of product or service supply

 Incorrect pricing of product or service
 Delays or errors in providing product or service
 Misunderstanding of customer request or communication barrier
 Problem or fault with product or service
 Refused entry or ejection from premises

You will need to use a range of conflict resolution techniques and communication skills in
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 order to deal with the different situations.

Delays or poor timing of product or service supply:

By talking to the clients, problems with delays or sluggish timing in the delivery of goods or services can
be resolved. Sending a formal, sorry email or letter is one way to communicate. Additionally, a pleasant
tone can be used when making phone calls. We can inform the customer of the reason for the delay or
improper timing of the product or service delivery. The justification must be true. They should be made
aware of this problem in advance. For this situation, a discount or reimbursement may also be offered.
Additionally, we must guarantee that this won't happen again. In this situation, open communication is

preferred.

Incorrect pricing of product or service:

Correcting incorrect pricing of a good or service should be done by formally apologizing to the client. In
this situation, a phone conversation, in-person meeting, or email can be employed. In this situation,
personal meetings or phone calls are highly encouraged. Customers should receive an apology as it was
an error on our part. They should have assurances that this won't happen again. The clients should also
be informed of the confusion's root. Customers should receive a reimbursement for any excess funds
we took in.

Delays or error in providing product or service:

Customers should be alerted in advance if there will be delays or mistakes in the delivery of goods or
services. The customers will have a significant problem if this is done at the last minute. A sincere
apology for the inconvenience and an explanation of the circumstances surrounding this should be
given. Additionally, it should be attempted to be resolved as quickly as feasible. The customers should
receive some sort of payment as recompense for this. Open dialogue is encouraged. Customers'
interests and demands must be taken into consideration. It is necessary to clear up the
misunderstanding that arose as a result of the error.

1. This is an ongoing practical activity which will require you to resolve team member disputes in
relation to at least two of the following complex matters.


Dispute or argument among work colleagues

Job duties or rosters

Lack of competence

Worker mistake
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 
Dismissal

Cultural misunderstanding

You will need to use a range of conflict-resolution techniques and communication skills in
order to successfully address the workplace issues.

Job duties or rosters

Worker mistake

 Comprehend the complaint:

I can organize a meeting with the employee, drop in and out of the employee's
workspace, and ask questions about the details of the complaint when I'm attempting
to comprehend it.
I can also speak with the employee's manager, but only if the employee is aware of my
plans. Employees frequently think that discussions with them are private. I should have
a thorough grasp of the complaint at the conclusion of this phase. Determine the facts,
as well as the various resulting thoughts and feelings.
 Recognize possible outcomes:
I can identify potential outcomes once I have a grasp of the complaint by working both
alone and with the employee. If I ask an employee what they want to happen, they may
occasionally realize that they only wanted to express their aggravation and didn't
anticipate a solution.
Always seek out alternatives that sustain wholesome working relationships when I do
need to handle a problem. This entails making an effort to settle disputes inside the
team.
 Agree on a solution:
I can come to an understanding with the employee who filed the complaint regarding a
solution and a course of action. Additional research and examination of company
policies, records, and contracts may be part of this.
 Go over the steps and the resolution:  Make sure I set up private meeting with the
employee and everyone else involved after the matter has been settled. Review the
solution, the process by which it was reached, and if the participants were satisfied with
the result. I risk losing the rapport and trust I've cultivated with my employee if I don't
follow up and offer help if the problem hasn't been handled.

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2. This is an ongoing practical activity which will require you to take appropriate action in
response to at least two of the following threat or conflict situations.

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 
Customer refusing to leave or be pacified

Drug or alcohol-affected person

Person who appears to be violent or are threatening

People involved in physical violence

Person with gun or arms

Situation where someone has been or may be hurt

You will need to use a range of conflict-resolution techniques and communication skills when
in order to successfully resolve the different situations.

Customers refusing to leave or be pacified:

It should be attempted to make them grasp the circumstances. If they refuse to accept the
information gently, harsh measures may be used against them. They ought to be sternly
pacified. Meetings with management should be scheduled for them. Security guards must
remove them from the workplace if this doesn't function as well.

Person with guns or arms:

If someone is in possession of weapons and firearms, the police should be informed right away.
They have the potential to hurt us and everyone else. Therefore, the police need to be alerted
right away. Security guards can deal with them as well, but you should call the police as soon as
you can. Dealing with this type of person is the responsibility of the police. If such a situation
arises at work, all employees should be made aware of it.

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