Assessment E – Scenario

Task 1
Q: 1 option 1 : hotel bistro

Q: 2
Incident
The incident stage is the event or situation that has the potential to trigger
conflict. Some conflict situations may skip the first stage and start with an
incident.

Q3
This is the stage where minor events or incidents occur. In themselves they may
be minor, but a negative meaning is attached to these events and the parties are
moving from a relatively minor feeling of tension to mistrust. Typically, at this
stage things are done or said which give an impression that a problem exists.

Q4
When incidents happen, and it appears there may be a developing issue causing
irritation or frustration, it is still possible to intervene successfully by raising the
issue with the other party. This is best done in an open and non-confrontational
manner, with an opening statement that a solution is being sought.

Q5
It can be helpful to say something like “I would like to discuss what is happening
as it appears there is a problem”. It is important that a non-judgmental stance is
taken.

Q6
Figure out what it’s going to cost you to keep the customer happy. When figuring
out your own resolution, remember to look down the road to seehow much it
would cost to lose their business entirely. Put yourself in their shoes and try to
think of what you’d want in this situation.

Q7
Addressing conflict and handling it in the right way will allow you to get to the
core issue more quickly and with a better end result, helping you to salvage the
relationships that matter and end those before they ruin your reputation.

Q8
Make sure that you listen actively to his problems or complaints, and resist the
urge to interrupt or solve the problem right away.
If you're not sure how to fix the situation, then ask your client what will make
him happy. If it's in your power, then get it done as soon as possible. Follow up
with your customer to make sure he was happy with how the situation was
resolved.
Q9
Once you’ve determined how much you’re willing to sacrifice to appease the
client, ask them how you can resolve the issue. Sometimes it will be as simple as
an apology and you won’t have to worry about giving them free rent for a couple
months or reimbursing for previous months. But if the conversation becomes
unproductive or verbally abusive, stop it immediately.

Q10
Compromising can be a quick fix remedy, particularly in a situation where a
deadline is looming. It does not completely solve everything, as both parties often
focus on their own needs, not fully understanding the other. This can leave both
parties not fully satisfied and could fail to address the underlying reasons for the
conflict occurring in the first place.

Q11
When dealing with irate people and you can feel yourself losing your temper,
make an excuse to leave the situation. Ask the other party to take a seat and tell
them. Leave for a few minutes only. This can help everyone get their emotions in
check.

Q12
You can see both sides of a situation, so your role is to find some sort of common
ground that leaves everyone satisfied. It is particularly useful when both parties
in the situation are on equal ground, but with opposing views, and a deadline
must be met.

Q13
Be prepared. Go to each meeting with things to report, even if you are reporting
not much progress, and particular issues you want to discuss and questions you
want to ask.

Seek feedback from as many sources as possible. Your supervisor is not your
only possible source of feedback. You could also ask other scholars - although
courtesy and common sense say you need to mention this to your supervisor.

Q14
The employee considers how they think they have performed. Employees should
raise any problems or concerns that they may have encountered in performing a
specific activity. This column allows the employee to give a personal perspective
on why a job area may be being performed less than adequately. It acts as a
reminder to the reviewer who may only see the outcomes and not what is
happening on a daily basis.
Scenario 2
Q1
Tension
At this stage, feelings of anxiety are common and you have come to expect the
worst from the other person. Relationships become weighed down by negative
attitudes and fixed opinions. The relationship has become a source of constant
worry and concern for you.

Q2
There may be entrenched negative attitudes toward each other and the parties
tend to have fixed positions.
At this level the parties each fear that the grounds for a common solution are lost.

Q3
All logic is focused on action, replacing fruitless and nerve-wracking discussions.
Paradoxically, the parties each believe that through pressure they will change the
other party. At the same time neither is prepared to yield.

Q4
It may help to call upon a trusted and impartial manager or someone from
nearby to the work unit to assist. Such a person will informally mediate, and may
speak separately to each person in the dispute.

Q5
By this level of escalation, the issues in dispute have become more severe in
nature and it is hard for people to be objective enough to discuss the matter in an
open and constructive manner.

Q6
There are some features which are common to successful resolutions. A wealth of
research and studies has been undertaken in the area of conflict resolution and
are summarised in the following section. It is important we: -
 Focus on issues/needs not solutions
 Hard on issues, easy on the person
 Be willing to fix the problem

Q7
. Avoiding It is very common for people to want to avoid conflict. Most of us
find conflict stressful, particularly if your natural communication style
tends to be passive. Ignoring or withdrawing from conflict situations often
results in a ‘lose-lose’ situation where no one gets what they want.

Q8
. Why? Why is it important to you to make these changes?
. What? What do you think about this situation?
. When? When would you like to meet up so we can discuss this further?
. Who? Who do you think should be involved in the new team?

Q9
Utilise senior staff in situations where there is a conflict between colleagues, or
when the customer asks to speak to a higher authority. Seek advice from senior
staff any time you feel unsure about how to handle a conflict situation.

Q10
In a situation like this, you should not step in between the aggressors, but take
preventative action. This may involve organising security to assist or the police to
attend. If no action is taken and the situation is left to resolve itself, there is
potential for serious injury to staff.

Q11
Discomfort
Perhaps nothing is yet said. Things don’t feel right. It may be difficult to identify
what the problem is. You feel uncomfortable about a situation and may not be
quite sure why.

Q12
At this level, it is easiest to deal with and head off the issues, by speaking directly
with the other party to establish if there is a problem. Good will is established by
being prepared to address the issue.

Q13
Cross-cultural misunderstandings with colleagues and customers can happen for
many reasons. We live and work in a diverse community with people from
different cultural backgrounds with varying customs, beliefs and values.

Q14
After you have agreed on the nature and parts of the problem, there are many
options you can use to come up with solutions. This frequently involves a process
of bargaining or negotiating with others.

Task2
Q1

. A common example of this is a ‘focus group’ whose sole purpose is to

make improvements on a function or area of business. Focus groups could
involve people from different departments across the organisation.
. Shift briefings (pre- and post-shift) These can be used to address
conflict in its early stages. Employees meet before the shift to discuss roles
and responsibilities and areas of importance.

Q2
. Face-to-face communication is essential. This could involve one-on-one
meetings. Conflict may involve several people and it may be an
opportunity for others to learn.

Q3
. Face-to-face communication is essential. This could involve one-on-one
meetings. Conflict may involve several people and it may be an
opportunity for others to learn.