DIPLOMA IN SECURITY MANAGEMENT

P R O J E C T A S S I G N M E N T

Approved Training Organisation (ATO): NTUC Learning Hub Pte. Ltd.

Core Module Title: Manage and Resolve Conflict in Security Environment
(SE-SO-406C-1)
Name: Noor Azhar Mohmud
IC No: S7331468B
Contact No: E: nam1973@gmail.com M: +65 9799 7740
Date of Core Module: 13 May 2015
Date of Assessment: May 2015
Assessor: NTUC Learning Hub Pte. Ltd.
 Noor Azhar Mohmud

Case Study 1 Scenario

Two brothers were working together in a XYZ Security Agency just after leaving school. John is married with school-going while his
younger brother Jack was divorced. John is the sole breadwinner for his family while Jack supports their aged parents.

They work together in the same assignment for the past 5 years. Their supervisor has no problems with them.

Recently Jack was promoted to assistant supervisor, there was a change in John’s behavior. He does not chat much as he used to when
Jack go promoted and received pay rise. The supervisor noticed that John’s attitude became worse and affecting the morale of the team.

John requested for an interview with you (Operations Manager) to be transferred for another site. He reasoned that he was bored with
the site having been there for 5 years. He has revealed to you that he feels management was wrong for not considering him for
promotion. He believes his performance far exceeds his brother Jack. He learned that John was chosen only because he has just
completed his WSQ Diploma in Security Management at the NTUC Learning Hub.

As John’s wife is not working he had to solely support his two children’s education. He even threatens to resign for a better paying job.
The Supervisor realized that his work performance is declining that he was getting along with the other team members. Every time the
supervisor counselled him, they would get into an argument. He felt someone should have told him the criteria for promotion.

Questions
1.1 Describe and explain the types and causes of conflict
It is a disagreement through which the parties involved perceive a threat to their needs, interests and concerns. There are five types of
organizational conflict as shown below.

Five types of organizational conflicts (stoner)

Conflict within the individual – (intrapersonal conflict)

Conflict exists when individual has goals and these may be incompatible, thereby giving rise to tension; can generally be resolved by
making a decision and eliminating the source of the conflict. Conflict can arise when individual has different roles to play and some of
these may be incompatible and even demanding.
- As John’s wife is not working he had to solely support his two children’s education. He needs the promotion so he will have a
pay raise. He even threatens to resign for a better paying job.
The supervisor noticed that John’s attitude became worse. He also reasoned that he was bored with the site having been there
for 5 years.

Conflict between individual – (interpersonal conflict)

Usually arises because of personality differences leading too personality clashes. E.g. A vs B. Because of differences in perceptions or
from role- related pressures
- Jack and John, two brothers, were working together in the same assignment for the past 5 years. Recently Jack was promoted
to assistant supervisor, there was a change in John’s behavior. He does not chat much as he used to when Jack go promoted
and received pay rise. He wants a pay raise more than his brother Jack who only takes care of their aged parents while he is
looking after his family. He believes his performance far exceeds his brother Jack.
- He learned that John was chosen only because he has just completed his WSQ Diploma in Security Management at the
NTUC Learning Hub.
- Every time the supervisor counselled him, they would get into an argument. He felt someone should have told him the criteria
for promotion.

Conflict between individuals and group – (interpersonal conflict)

This type of conflict arises normally because the individual wants to exert individuality on one hand, but the group exerts pressures on
the individual to conform e.g. unfair job assignment or perception.
- John requested for an interview with you (Operations Manager) to be transferred for another site. He reasoned that he was
bored with the site having been there for 5 years. He has revealed to you that he feels management was wrong for not
considering him for promotion. He felt someone should have told him the criteria for promotion.

1.2 Describe the facts in the conflict and John’s interpretation of Jack’s promotion.

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We need to establish the reasons or background of the dispute to understand the motive of the behavior and verify facts from documents
and third parties.
Recently Jack was promoted to assistant supervisor and John was not considered for promotion which has prevented him getting a pay
rise.

Facts in the conflict

It is a piece of true information and things that are true or that really happened, rather than things imagine or false. Facts may be
statement by a reasonable witness found at the scene, documents or audio visual recordings that provide corroborative information or
circumstantial evidence brought forth by a third party who may be indirectly involved in the dispute or by an expert witness.
- Two brothers were working together in a XYZ Security Agency just after leaving school. They work together in the same
assignment for the past 5 years. Their supervisor has no problems with them.
Recently Jack was promoted to assistant supervisor, there was a change in John’s behavior. He does not chat much as he
used to when Jack go promoted and received pay rise. The supervisor noticed that John’s attitude became worse and affecting
the morale of the team.
- John requested for an interview with you (Operations Manager) to be transferred for another site. He reasoned that he was
bored with the site having been there for 5 years.
- He even threatens to resign for a better paying job. The Supervisor realized that his work performance is declining that he was
getting along with the other team members. Every time the supervisor counselled him, they would get into an argument.

John’s interpretation of Jack’s promotion

It is someone’s opinion of the events that led to the dispute who is not a witness to the facts of the matter. An explanation of the
meaning of something that may not seemed clear. It may well be hearsay evidence- third party statement or opinion. Interpretation is
nor did useful as it may be bias and untrustworthy if is it not based on evidence. Opinions are not useful as it may be bias and lack
credibility if it is not an expert opinion. Interpretation is mostly based on assumptions which are largely influence from a person’s bias
perception.
- He reasoned that he was bored with the site having been there for 5 years. He has revealed to you that he feels management
was wrong for not considering him for promotion. He believes his performance far exceeds his brother Jack. He learned that
John was chosen only because he has just completed his WSQ Diploma in Security Management at the NTUC Learning Hub.
- He felt someone should have told him the criteria for promotion.

1.3 Assess the conflict situation and describe the level of threat to individuals and organization.

Conflict situation may affect security of self, others or property. The purpose for assessing the level of threat in a conflict situation is to
ascertain the priority needed to address the conflict situation so that an action plan may be established to deal with situation which may
cause harm to any person or property. The level of threat depends on the livelihood and severity of the conflict situation in a risk
assessment matrix from extremely high to low risk priority.

Conflict situation Level of threats (priority) Action plan

Disgruntle with Jack, security officer. Moderate – Avoidable Intervene
Disagreement with team members Moderate – Avoidable Intervene
Arguments with supervisor Moderate – Avoidable Intervene

We could use intervention as an action plan conducted by an operation manager as to resolve the conflict situation and clarify with John
about his misinterpretation and promotion’s criteria. The level of the threats could be increasing as John’s poor attitude and behavior
affecting the morale of the team. The Supervisor realized that his work performance is declining that he was getting along with the
other team members.

1.4 Describe the common concerns and goals in the conflict.

Conflict is a disagreement through which the parties involved perceive a threat to their needs, interests and concerns.
Common concerns in the conflict. The common concerns may include maintaining good working relationship and bring peace of mind,
less work stress, due to respect for parties. The common goals may include achieve reward, seek recognition, ensure job security and
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abide with code of conduct to maintain professionalism. These concerns and goals involve parties may include security personnel,
supervisor and operation manager.
Common concerns may include:
- John needs to know the importance of maintain good relationship with Jack, team members, supervisor and operations
manager.
- John should maintain a good working relationship with his team members especially Jack his brother, despite not being
promoted. He needs to work closely with them in future,
- This would bring peace of mind and hence less stress in the work environment and at home. This could improve John’s
attitude and performance so to achieve better productivity through better teamwork and trust. Positive feedback from team
members could increase his chance of promotion by his management. Jack also works with him and both would benefit of
having similarities in same family environment thus eliminate work and family stress.
- John should maintain his respect for his supervisor and colleagues by casting away misperception of betrayal by the
management. His disrespect towards his supervisor can be regard as insubordination and this could lead to possible
disciplinary actions. His supervisor can counsel him instead get into an argument and inform him the criteria of promotion so
John may get a promotion with pay rise next time.

Common goals may include:

- John could be rewarded with promotion and a pay rise by being mindful of his performance appraisal/ grading that would
affect his job security and progression.
- He could be recognized due to his work performance far exceeds of Jack as part of his pride of life. With that the
management gives him equal recognition, should not be bias or others may be suspicious of his intentions.
- He could be awarded job security by his management due to his good attitude and performance. Thus he can continue to be
reliable provider for his family.
- As he s abiding to the code of conduct by maintaining his professionalism, observe company and the Private Security
Industry Act (PSIA) code of conduct and stress corporate a societal norms to bring other parties into perspective of what is
deemed acceptable behavior.
- With these above, he will able to achieve his needed promotion and a pay rise next time.

1.5 Identify and analyze the possible sources and benefits of conflict

Let us identify and analyze the possible sources and benefits of conflict as below.

Possible sources of conflict

- John believed in being recognized and rewarded for his hard work and his performance far exceed his brother, Jack. He felt
that the management was wrong for not considering him for promotion after all the hard work he has put in.
- The conflict got worse when John learned that having a WSQ Diploma in Security Management was used as criteria for
promotion rather than own personal work performance. He felt someone should have told him the criteria for promotion
earlier.
- He did not receive the promotion and a pay rise thus this led to his poor attitude his feelings eventually causing disconnected
with his team members and ultimately affecting the morale of the whole security team. Every time the supervisor counselled
him, they would get into an argument.
- Even though, he was not considered for promotion due to him not having WSQ Diploma in Security Management, he felt that
Jack was benefiting from the promotion and pay raise at his expense. John perceived that he would also considered for
promotion by management if he was informed that the promotion criteria earlier and would have attend and complete the
diploma in order to qualify for the promotion.
- His misinterpretation of him being in a disadvantage situation for promotion due to the lack of asking the promotion criteria
from him is another source of conflict.

Possible benefits of conflict

- This conflict raises the issues of disclosing promotion criteria to security officers. The management should take in to serious
consideration of formulate a set of predetermine promotion criteria and reveal them to the whole security team.
- This motivates team members includes John to consider problems as they exist thus stimulates interest and creativity.
- This also provides additional management options to problem solving with open discussion of conflict can lead to high
quality decisions.
- The management could promotes change and provides opportunities for growth and innovation among team members. John
can also be in learning curve towards his security professionalism and enhances him towards new ways of thinking. This will
able him to see other peoples point of view.
- Jack and team members’ positive attitude, morale and social cohesion will be enhanced thus legitimizes people’s interests and
strengthens relationship.
- Management will have to set new benefits beside promotion for rewarding security officers can be pay raise, gifts vouchers,
gift, education bursaries and upgrading of courses.

The conflict will actually able to improve greatness in the team members and John if it is dealt in positive ways.

1.6 Describe and explain how you would have communicated with Jack to ensure understanding of information received or
relayed.

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I would use effective communication techniques to communicate with Jack to ensure understanding of information was received or
relayed.

Provide feedback (2 way interaction)

- Knowing the fact that our personal filters, assumptions, judgments and beliefs can be distorted of what we heard. I will try to
understand of what John is conveying by reflecting what is being said and ask question. Knowing the fact that meanings and
interpretations of what was said can be different for the speaker and the listener.

Use positive, confident and cooperative language

- I will do my best to be courteous to John and remain constructive under pressure. I will be honest towards John and
communicate with John clearly during the resolution process. I will acquaint myself with what happen to John and be open as
possible about the problem. I will acknowledge that it is a difficult situation that John is facing. Knowing the fact that some
feelings of anger and hurt usually accompany a conflict situation, I will let John express his feeling about the whole situation.
I will also point out the good things that John has done before and has been doing. I will definitely not talk to John with
arrogance as no one wants to be spoken in a manner that is degrading.

Show that we are listening

- I will use my own body languages and gestures to convey my intention. I will encourage John to continue with small verbal
comments like yes and no. occasionally. I will lead forward and provide feedback when necessary. I will smile and use other
facial expressions. I will take note of my posture and make sure it is open and inviting. I will also listen to the speaker’s body
language by recognizing that what is not said also speaks loudly as this allows me to make sure I understand John’s feeling
and shows I am listening.

Use of language and concepts appropriate to cultural differences

- I will empathize with John by putting myself in his shoes and try to understand him. I will acknowledge that John’s feeling
are valid by recognizing John’s right to feel that way. I will make sure that I treat John calmly and build mutual respect with
him. I will consider different perspectives as this will increase the range and variety of possible solutions. By building mutual
respect with John, it will provide a foundation of trust towards a continuing relationship. A foundation of trust also eases
future efforts to solve problems. Knowing the fact that success is based on accepting other person’s differences in values,
beliefs, educational experiences, ethnic background or perspectives, I will try to accommodate with John by understanding
and giving in to cultural differences.

Clearly present options and consequences

- Knowing the fact that messages that are transmitted unclearly can be become distorted. I will clarify with John if the
messages he conveyed is complex or confusing. I will try to initiate with John by examining the problem from all sides and
promote understanding and interest in John without necessarily agreeing to the viewpoint. I will show to John that all options
are transparent and consequences are clearly explained to him, so that John can make inform decision and take
responsibilities for their actions.

Show that we are listening

- I will use my own body languages and gestures to convey my intention. I will encourage John to continue with small verbal
comments like yes and no. occasionally. I will lead forward and provide feedback when necessary. I will smile and use other
facial expressions. I will take note of my posture and make sure it is open and inviting. I will also listen to the speaker’s body
language by recognizing that what is not said also speaks loudly as this allows me to make sure I understand John’s feeling
and shows I am listening.

Pay attention
- I will look at John directly and be attentive and acknowledge the messages he is going to deliver. I will put aside all
distracting thoughts and try to avoid being distracted by environment factors such as letting someone either into the room or
side conversation while speaking with John. I will pay attention to the interest / needs that John is doing. I will listen to
John’s perception attentively and without any judgments.

Control tone of voice and language

- When communicating with John, I will take note of my and his body languages such as hand movements, facial expressions,
body posture, voice, tone and volume. I will take note of the way I sit or stand while communicating with John. I will look at
John while he speak and take note the way I speak to him. I will be aware of what I communicate, my body as posture and
expression can convey my attitudes toward a speaker before I start speaking.

Active listening techniques

- Active listening techniques is a process of seeking understand another person’s point of view, demonstrating a desire to
understand the meaning of that person’s communication without judgments.

1.7 Identify the appropriate person whom you would seek support or advice if you are unable to resolve the conflict

Appropriate person to seek support and advice may include.

- They are Human Resources Manager, Director of Operations or Owner of the company if I am unable to resolve the conflict.

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Case Study 2 Scenario

Rajoo worked as a security officer at site 417 for the last 10 years. His conduct has been exemplary, and had always had good reports
from the client. There were a total of 10 persons working in a team for the morning shift. Being the most senior in the team and eldest
at age 55 he was normally consulted for security advice even from the supervisor and client.

The security agency that Rajoo worked for was recently bought over by a bigger security agency. Among other the changes were the
supervisors that have undergone a major reshuffling. Site 417 was not spared, the new supervisor for the team was Nancy, a Chinese
who was 25 years old and worked for the company for 2 years. She has earned a WSQ Advanced Certificate in Security Supervision.

Nancy was diligent, detailed and prefers to direct her subordinates to perform assigned duties instead of consulting them. She goes by
the book insisting that they follow every instruction without questioning. Part of her job was to "clean up" the site and improve the
service level according to the new standards set by the new management. This change has causes stress and suspicions within the team.
Everyone was more cautious and had a wait and see attitude.

The HR Department issued 3 security officers a Letter of Warning for punctuality issues and frequent MCs. Rajoo was unhappy with
the turn of events and decided to talk to Nancy concerning the harsh punishments without first counseling them. There were unable to
reconcile the style of leadership and three days later, Rajoo received a Letter of Warning for his lacked of punctuality. Rajoo was
shocked and angry. He was overheard as saying that "she was not going to get off that easy". Rajoo subsequently harbored his
unresolved grievances together with the team.

One week later, Nancy received nuisance and threatening calls with vulgarities and racial slurs on her hand phone. She reported the
matter to her superior. Her superior subsequently arranged for an interview with the three security officers to clarify matters.

Questions:

2.1 Describe the types of conflict

There are different types of conflict as follow:

Social and cultural difference
- The differences in background between Nancy and other security officers such as race, age, nationality, ethnic heritage,
political preferences, education and work and person experience also cause conflicts among them. Rajoo and other security
officers are old and more experienced in the field and have a good working relationship with the client, whereas Nancy who
was 25 years old and worked for the company for only 2 years but has a higher education in terms of having earned a WSQ
Advance Certificate in Security Supervision. The differences in gender also play a part in their conflict as they perceive
things differently and they have their own preferences of completing tasks and duties. Their experiences in life and their way
of interacting with others also differ as well. Understanding and tolerance are important elements to avoid and resolve the
conflict.

Differences in leadership
- There are two leaderships in scenario 2.
- Rajoo’s conduct has been exemplary, and had always had good reports from the client. Being the most senior in the team and
eldest at age 55 he was normally consulted for security advice even from the supervisor and client. He is having democratic
leadership styles towards people oriented.
- Nancy, the new supervisor, was diligent, detailed and prefers to direct her subordinates to perform assigned duties instead of
consulting them. She goes by the book insisting that they follow every instruction without questioning. Part of her job was to
"clean up" the site and improve the service level according to the new standards set by the new management. This change has
cause stress and suspicions within the team. Everyone was more cautious and had a wait and see attitude. Nancy is having an
autocratic leadership style.
- The HR Department issued 3 security officers a Letter of Warning for punctuality issues and frequent MCs. Rajoo was
unhappy with the turn of events and decided to talk to Nancy concerning the harsh punishments without first counseling
them. There were unable to reconcile the style of leadership and three days later, Rajoo received a Letter of Warning for his
lacked of punctuality. Rajoo was shocked and angry. The HR Department is having an autocratic leadership style too.
- Employees who change from one leader to another can be become confused and irritated by the different leadership styles.

Difference in style – Methods of achieving tasks

- Nancy, who is more objective-oriented, prefers to direct her subordinates to perform the assigned duties without questioning
her decisions and instructions. She insists that her methods are right in order to achieve tasks and improve the service level
according to the new standards set by the new management. On the other hand, Rajoo who is more of people-oriented prefers
to be advised and consulted on any security instructions before carrying them out and regarded that the concerns of his fellow
team members are as important.

Difference in style – Resistant to change

- Under new supervisor Nancy, she was diligent, detailed and prefers to direct her subordinates to perform assigned duties
instead of consulting them. She goes by the book insisting that they follow every instruction without questioning. Part of her
job was to "clean up" the site and improve the service level according to the new standards set by the new management. This
change has cause stress and suspicions within the team. Everyone was more cautious and had a wait and see attitude. This is
the objective and method of achieving tasks used by Nancy. The HR Department issued 3 security officers a Letter of
Warning for punctuality issues and frequent MCs. Rajoo was unhappy with the turn of events and decided to talk to Nancy
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concerning the harsh punishments without first counseling them. There were unable to reconcile the style of leadership
- Rajoo was resistant to change and Nancy’s leadership and he got a Letter of Warning for his lacked of punctuality. Rajoo was
shocked and angry. He also feel insecure with changes, even if these changes are good for him. Thus arises conflict between
him and Nancy.

Failure to communicate
- It is a failure on Nancy’s part as it is the responsibilities of the supervisor to communicate to every individual security
personnel about the new service standards set by the new management. The doubts among the security team was not cleared
and clarified and there was no feedbacks gathered from the team due to the autocratic style adopted by Nancy. The security
officers was concerned about their job security, they felt confused and grew suspicious about the clean-up effort done by
Nancy. They just follow Nancy’s orders while being more cautious and having a wait and see attitude.

2.2 Identify persons involved in the conflict and how are they involved

Persons involved in the conflict and how are they involved

- Rajoo was an exemplary security officer and had been receiving good comments and reports from the client and team
members at site 417. Rajoo who is also the eldest and most experienced security officer had been working at site 417 for the
past 10 years and had built good working relationship and rapport with the client. Rajoo also was consulted for any security
issues and instructions by the previous supervisor and client. Ever since, Rajoo security agency been bought over by a larger
security agency and a new supervisor, Nancy was put in and in charge of the security team. The new supervisor, Nancy
prefers to direct and instruct her security officers to perform assigned tasks and duties without question asked about her
decisions and instructions. She also prefer to goes by the book when handling the conduct and performances of the security
officers. The HR department issued 3 security officers a Letter of Warning for punctuality issues and MCs. Rajoo was
unhappy with the turn of events and decided to speak to Nancy concerning the harsh punishments without first counselling
him but they were unable to reconcile and agree on the issues. Three days later, he received a Letter of Warning for his lacked
of punctuality, he was shocked and annoyed because this affect his track record of good conduct. After that, Rajoo decided to
retaliate by subsequently harbored his unresolved grievances together with the team.

2.3 Strategy used to resolve the conflict

The strategy I would use to resolve this conflict is collaborating.

- The collaborating strategy of conflict management is win some-lose some. It is midrange assertive and highly cooperative for
both sides. Both Rajoo and Nancy are important, even though they are not necessarily equally valid. I will approach both to
achieve temporary solutions involving tradeoffs that will at least partially satisfy the needs of both. I as mediator would both
agreeing in part with other’s view or demand as prolonged conflict distracts people from their work and cause bitter feelings.
I will try to meet the needs of both Rajoo and Nancy and place the emphasis on the quality of the outcome and the fairness of
the decision making process so that Rajoo and Nancy will achieve their goals while maintaining good working relationship,
promoting teamwork and cooperation which is vital for the entire security team. By confronting and tackling the issues, both
Rajoo and Nancy will be able to work through their differences to create solutions that will meet both their concerns. Both
parties will eventually acknowledge the fair solutions as viable and will be more motivated to cooperate in order to resolve
the conflict.

2.4 Explain how you would address the problem

I would address the problem in the following ways;

Define the problem ad not person as problem

- I would address the problem to both Rajoo and Nancy by recognizing that in many cases the other person is not just being
difficult, real and valid differences can be behind the conflictive positions. I would separate the issues involved from their
personalities, real issues can be discussed without damaging their working relationships. I would also isolate the problem
from both Rajoo and Nancy as it will make it easier to resolve the issues.

Focus on interest
- I will openly discuss with Rajoo and Nancy the interest rather than stated positions by giving reasons, needs, concerns and
motivations for any underlying positions. Rajoo and Nancy will have their multiple interests, their needs and issues that are
difficult to negotiate such as security, economic well- being, a sense of belonging and recognition and control over one’ life. I
will look first for Rajoo’s and Nancy’s interests rather than solution or positions as it is a powerful tool for generating win-
win situation options. Knowing the fact that Rajoo and Nancy stand on opposite positions, they will have a few shared
interests. It will take time and effort to identify their interests as satisfaction should be a common goal. They may also
confuse their personal interest with positions. I will try to meet as many of Rajoo’s and Nancy’s interest as possible before
making coming up with better agreements. I will write down Rajoo’s and Nancy’s interests as they are discovered and ask
why Rajoo and Nancy take their positions or make such decisions. Once I understand the advantages of their solutions have
for them, I will discover their interests.

Exploring each person’s perception of the problem

- The conflicts between Rajoo and Nancy are based on differences in thinking and perceptions. These conflicts may exist
mainly in their minds. I would help both Rajoo and Nancy to empathy one another by put themselves into the other party’s
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shoes so they can understand each other’s point of view better. I would identify and discuss their differences in perceptions, at
the same time I will be careful not to place any blame on them in addition, and I would also recognize and understand Rajoo
and Nancy emotions status by my own.

Use good interpersonal skills in resolving conflict

- When communicating with Rajoo and Nancy, I will mind my manners by respect the dignity of them and treat Rajoo and
Nancy with courtesy. I will be patient and polite towards Rajoo and Nancy. I will give my listening ear to them and speak
clearly by not raising my voice and use the language that both Rajoo and Nancy are comfortable with. I will be mindful of my
body language by not gesticulate unnecessarily while talking. I will also be careful of body posture, use proper facial
expressions and consider Rajoo and Nancy personal space. I will not engage in unnecessary argument by not replying to
sarcastic remarks made in anger against me and I will not pass any judgment such as: “You are wrong, How can you do that?.

Defer judgment by respecting both parties’ point of view

- When negotiating with both Rajoo and Nancy, I would remember that I am dealing with people who have their own unique
needs, emotions and perceptions. By gaining information and perspectives from Rajoo and Nancy, I will not add anything by
attacking them or otherwise putting him or her down. I will not interrupt them as it is a waste of time. It will frustrate Rajoo
and Nancy and limits the full understanding of the message. I will allow Rajoo and Nancy to finish what they want to say
before I make any comments. As a listener, my job is to help them to express themselves. I will not interrupt with
counterarguments otherwise Rajoo and Nancy will be defensive. I will avoid making judgments and instead try to empathize
and understand Rajoo’s and Nancy’s perspectives. Knowing the fact that is the message that counts, not the appearance or
mannerisms of Rajoo and Nancy, I would listen carefully to their messages and not their delivery. I will use my heart as well
as my mind to understand Rajoo and Nancy and take note how something is said as well as the actual words used by them. I
will avoid concerting on emotionally charged words as certain words have a tendency to arouse the emotions of myself. I will
have to learn to control my emotions and let the individual charged words distract me from understanding the real message
that Rajoo and Nancy are trying to bring across.

Using questioning and listening techniques to gather information

- I will take time to listen and ask question as it will make it easier to learn more about Rajoo and Nancy perspectives. I will
make use of the 5 W, what, when, where, who & why and 1 H, how questioning technique. I will also frame open ended
question, take notes and provide feedbacks to confirm information gathered.

2.5 Identify factors which might impact safety and security of persons involved and what would be responses or contingency
measures

Factors impacting safety and security of person involved

Suspicious persons with criminal intent
- Nancy received nuisance and threatening calls with vulgarities and racial slurs on her hand phone. She reported the matter to
her superior. Her superior subsequently arranged for an interview with the three security officers to clarify matters.

Persons who refuse to follow directions and guidance

- Part of Nancy’s job was to "clean up" the site and improve the service level according to the new standards set by the new
management. This change has cause stress and suspicions within the team. Everyone was more cautious and had a wait and
see attitude.

Arguments between persons/ team

- There were unable to reconcile the style of leadership and three days later, Rajoo received a Letter of Warning for his lacked
of punctuality. Rajoo was shocked and angry. He was overheard as saying that "she was not going to get off that easy". Rajoo
subsequently harbored his unresolved grievances together with the team.

Persons violating organizational rules and regulations

- The HR Department issued 3 security officers a Letter of Warning for punctuality issues and frequent MCs. Rajoo was
unhappy with the turn of events and decided to talk to Nancy concerning the harsh punishments without first counseling
them. There were unable to reconcile the style of leadership and three days later, Rajoo received a Letter of Warning for his
lacked of punctuality.

Responses and contingency measures

Transferring
- If the culprit still continues with his harassments during or after their termination, I shall refer to the relevant authorities to
intervene, Police to intervene as the level of threat is considerable high and it may involve Nancy’s safety and security and
also affecting her work performance.
- Another way is to transfer the culprit to higher management who has sufficient authority or experience to decide the issue.

Separation of employment
- I could re arrange their tasks and work locations by find new ways of coordinating activities, change the organizational
structure and clarify authority- responsibility relationships. I also reassign them to another department/ division to change the
behavior. My last resort may be retrenchment, dismissal, termination and force resignation.

Defusing the situation

- I may utilize the “Avoiding” conflict strategy by postponing an issue for later or withdrawing them from the situation that
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causes the conflict.

Understanding social and cultural differences

- If the root cause of the conflict between Nancy and other security personnel involved is due to differences in social and
cultural, it will be great for them to understand other social and cultural differences and accept each other while working a
solution to resolve their differences as to promote a harmonious working environment.

Mediating
- I shall conduct mediation sessions between Nancy and other security personnel that are involved, try to reconcile their
differences and conflicts. Nancy and other security personnel that are involved will be able their positions, perceptions and
interests and work out an understanding of each other’s stand. Solutions will be generated from these mediations so that these
conflicts of the same nature can be resolve in the future.

Observing
- I shall observe Nancy and other security personnel involved for their attitude and behavior. They will be monitored as the
solutions agreed upon during the counselling and mediation sessions for positive effects and outcomes.

Counselling
- Once the security personnel that are involved are identified, we will make an effort to counsel them, identify the root cause of
their conflict with Nancy which may be the factors such as differences in personality, failure to communicate or due to social
and cultural differences.

Incident reporting procedure

- I shall use company incident reporting procedure accordingly.

2.6 Describe and explain the method of communications as to how you would deal with the three security officers when they
arrive for the interview to clarify matters

The method of communications as to how I would deal with the three security officers when they arrive for the interview to clarify
matters as follows;

The communication techniques that will be used during the interview with the 3 security officers will have maintain positive and
effective interactions and to minimize their aggression behavior.

Effective methods of communications technique

Pay attention
- I would pay attention to what the 3 security officers have to say without making any personal opinion and judgment. I would
maintain eye contact with the security officers at all time and do not be distracted mentally or by other environmental factors.
I would also pay extra attention to their positions, perceptions and interests that they presented and let them understand that
making nuisance and threating calls to their superior, Nancy is a serious offence.

Show that you are listening

- I would adopt the body language and gestures that are open and inviting and would also convey the sense of attentiveness to
the security officers in order to encourage them to divulge more information. I would make small verbal comments and
gestures that demonstrate interest and listening to encourage the security officers fully understand their feelings towards the
whole situation. This understanding can be relayed back to the security officers demonstrating active listening.

Provide feedback to promote interaction

- I would lean forward and provide feedbacks that are relevant to the security officers during the discussion to show
understanding and interest when necessary. Knowing the fact that meanings and interpretations can be differ for different
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individuals and therefore it is very important to repeat what the security officers had said and what was interpreted in order to
confirm my understanding and promote further interactions.

Use positive, confident and co-operative language

- The security officers may harbor feelings of anger frustration. I would allow them to express their feelings so that it can be
acknowledged. I would remain honest, courteous and constructive under pressure from the security officers’ complaints and
demands. I would be open about the issues at hand and ensure the security officers the difficulty we are facing. I would also
highlight the contributions and achievements that they have made over the years as to gain trust and co-operation from them.

Apply positive body language

- Knowing the fact that the body languages such as hand movement, facial expressions, body positioning, voice and tone can
be used to emphasis a point, change the meaning of a word and express attitude and feelings. I would be more cautious to
ensure that my body language displayed is consistent with the positive language used. I would use a body language that
conveys an open and impartial attitude towards the security officers and I would avoid body language that implies impatience
and suspicious. I would also control my body language throughout the interview in order to project the intended attitude.

Use appropriate tone of voice

- Knowing the fact that the tone of voice provides a meaning of attaching attitudes towards the spoken message, I would not
emphasized words unnecessary as it will convey an attitude that is inconsistent with the positive language used. It will also
create confusion and frustration for the security officers as they would not be able to interpret the intended meaning. I would
use a friendly and enthusiastic tone of voice as to project confidence and co-operation.

Use appropriate facial expression

- Knowing all facial expressions are dynamic features that can convey attitude, emotions and intentions. I would use facial
expressions that depict confidence, concerns, interest and sympathy during the interview. My facial expression should also be
consistent with the positive language I used. I would maintain calm and compose expression when encountering
disagreements with the security officers to minimize aggressive behavior.

Use of language appropriate to cultural difference

- I would empathize with the security officers’ position and feelings. I would validate that the security officers may adopted
positions and feelings that seem illogical but are sound as perceived by them due to cultural differences. I would show them
respect for their positions and feelings to build mutual trust and respect that will provide a foundation which will continuing
and future co-operation. Knowing the fact that the variety of possible solutions are increased due to the consideration of
different perspective, I would also show respect to their difference in cultural and accommodate their cultural differences and
accept their positions and feelings of the security officers are valid.

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Case study 3 scenario

ABC Security Agency is an establish security guarding agency with 200 full time employees on its payroll. The company is organized
in 4 departments, finance, operations, sales & marketing, and administration. As a result of lack of manpower and escalating LDs and
lost contracts, the company has resorted to cost cutting measures. The Managing Director, Mr. Richman, had issued a directive to all
Heads of Department to cut cost in order to keep the company afloat. The 4 Heads of Departments met to discuss how they can cut cost
in their respective departments to save the company during this trouble time. Mr. Money, the Head of Finance proposed downsizing the
workforce by 15% claiming on the very onset that they were over staffed. He suggested that Operations, Administration and Sales do
this and start identifying the employees to be retrenched. Mr. Money being the most senior and financial controller insisted that this is
the way forward

Mr. Operator, the Head of Operations, warned strongly that service levels would be affected if the number of operations staff is
reduced. He argued that there are new assignments and therefore he is not willing to lose any worker. He took a firm stand on this. Mr.
Sales, the Head of Sales & Marketing complained that growth will be affected if his reduced sales team. Moreover he complained that
his KPl's on sales targets would be affected. However, he is willing to release no more than 10% of his present workforce, if that would
save the company.

Ms. Admin, the Head of Administration, smiled and said she had no problem letting go the 15% and is confused with all the bickering
that was going on. She even said "tomorrow will be a new day and new challenges to meet so what's the problem". As the meeting went
on, it was noticeable that they could not reach an agreement. Mr. Operator very quiet after his initial outburst; he kept scribbling on the
writing pad. Mr. Sales tried to persuade Mr. Operator to be reasonable and fair. He even suggested for all to look for another alternative
to appease everyone. Mr. Money was angered and bag on the table insisting that letting people go was the most expedient way of
cutting cost to meet management objectives. The meeting went on until 10.00pm without any firm resolution .

Questions:

3.1 Identify and analyze styles of negotiation for each person in the meeting

Mr. Money style of negotiation is positional which means to be fixated on an idea or position and advocates it, regardless of any
underlying interests. From the beginning, Mr. Money proposed downsizing the workforce by 15%. He also suggested the department
heads to follow suit. He still held on to his position towards the end of the meeting and even banged the table to prove his point.

Mr. Operator style of negotiation is adversarial which means to realize his own interests, at the expense of the other side, if necessary.
At the start, he refused to downsize his department staffs, warning that it would affect service levels. And he took a firm stand. As the
meeting progressed, Mr. Operator kept silent even as Mr. Sales tried to persuade to review his stand.

Mr. Sale’s style of negotiation is cooperative which means to cooperate that leads to win-win situations. There is mutual gain and the
relationship of trust develops with the other party. Initially Mr. Sales complained that sales targets and growth would be affected. But
then, he was willing to downsize to 10% to support the company. He even attempted to persuade Mr. Operator to be reasonable and
fair.

Ms. Admin style of negotiation is avoiding which means not to negotiate and don't do it unless warranted. They prefer to dodge the
confrontational aspects of negotiating. However, they may be perceived as tactful and diplomatic. Ms. Admin immediately agreed to
Mr. Money’s proposal without even exploring the options. She had no issue of downsizing the workforce by 15%. This shows that she
wanted to avoid the argument and simply agreed to Mr. Money since he is the most senior.

3.2 Identify and analyze signs of agreement

One sign of agreement is that there is open conversation. Even though, Mr. Money is the most senior and the financial controller, the
others spoke their views instead of walking away from the meeting. Not everyone will agree initially, but when all the department
heads are present in the meeting and say their point of views, eventually there will be agreement.

The other sign is agreement with the most senior person. Since Mr. Money is the most senior and the financial controller, he proposed
to downsize the workforce by 15%. Out of the three department heads, one agreed fully and the other agreed partially. Therefore, there
is an option to reach consensus.

One more sign is to participate to develop a mutual solution. In this case, Mr. Sales gave an option to downsize the workforce by 10%,
even though it might affect his department’s progress. He tried to persuade Mr. Operator to see the reason. Eventually, all will
participate actively to reach a decision.

3.3 Identify and analyze signs of disagreement

One sign of disagreement is silence. As the meeting went on, Mr. Operator kept quiet and avoided the meeting by scribbling on the
writing pad. This showed that he was not interested to bargain but rather stick to his terms, which is not to downsize the workforce.

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The other sign of disagreement is non-verbal language. Mr. Money was angered and insisted that downsizing staff was the best
solution. He showed his displeasure and point by banging the table. This action proves that he does not agree to anything else but only
his proposal.

The last sign is time factor. In most cases, if there is disagreement and no consensus was agreed upon, much time would be needed to
settle the issue. Usually one meeting would not be enough to settle the issue. In this case, the meeting went on till 10pm without any
firm resolution.

3.4 What is your assessment concerning the source of power

There is a power imbalance in this scenario. The Managing Director, Mr. Richman had issued a directive to all department heads to cut
cost in order to keep the company float. The department heads were supposed to discuss how they can cut costs in their respective
departments. But then, Mr. Money used sources of power imbalances in the negotiation which I have explained below.

Foremost, it is a situation whereby the most senior person may often dominate the negotiation. In this scenario, Mr. Money who is most
senior dominated the meeting by proposing downsizing the workforce by 15%, claiming that they were overstaffed. And he insisted
that this is the way to go forward. He did not consult others but rather pushed his point forward.

Then it is situation whereby those who have control over resources and information would be welding power. In this scenario, Mr.
Money who is the Head of Finance is the financial controller of ABC Security Agency. Being in charge of finances is a highly valued
area of responsibility, since finances is a key factor in determining the survival and expansion of a company. Therefore, Mr. Money
used his position as the Head of Finance to lead the negotiation.

One other source of power imbalance is a situation whereby people have distinct personal characteristics such as being strong willed to
advocate their interests in a negotiation. In this scenario, in the midst of the meeting, Mr. Money used the emotion of anger to put
forward his proposal and even banged on the table, insisting that downsizing was the best option. The display of the characteristic and
behavior implies that the use of strong personality to tilt the balance of power towards oneself.

3.5 What is your assessment concerning the obstacles to successful negotiation

It is critical to identify the obstacles to a successful negotiation so that options could be explored to overcome them. By identifying the
obstacles, the negotiators would be not be stuck but rather find ways towards successful negotiated outcomes. I have identified and
listed the obstacles in the following.

The first obstacle is the factor called need. Needs are things that are essential to our well-being. Conflicts arise when someone’s needs
are not fulfilled which will cause the person to be demoralized, frustrated and non-cooperative.
In this case scenario, Mr. Operator’s needs are such that he feels that service levels would be affected if operation staff is reduced.
Therefore, when Mr. Money proposed downsizing, Mr. Operator felt that his needs were being threatened and was against the proposal.

Next, it is a factor called diversity. Diversity means different types of people or issues within the group, which presents their own set of
needs and concerns. Usually the needs and concerns will be at opposing sides since each claims to be more important. Such diversity
will hamper negotiations at times.
In this case scenario, there is diversity since there were a few viewpoints. Mr. Money wanted downsizing of 15%, Mr. Sales wanted
downsizing of only 10%, and Mr. Operator wanted no downsizing and Ms. Admin who supported Mr. Money. Each had their reason to
advocate their cause. Since such diversity exists, it is an obstacle to successful negotiation since each will put forward their interest.

The final obstacle is a factor called motivation. People must feel motivated to execute a task which happens when they feel that their
interests are not being threatened. Therefore, it is important that negotiators empathize and explain that everyone’s interests are being
met in a meeting. In this scenario, Mr. Operator and Mr. Sales were not motivated to downsize workforce to 15% because they felt that
their interests were threatened. They felt that their service levels and sales targets will be compromised and that it will affect their work
performance and credibility as department heads.

3.6 Describe and explain the negotiation techniques you would use on Mr. Money to maintain positive interaction and divert and
minimize aggressive behavior

It is important to utilize negotiation techniques to maintain positive interaction and divert and minimize aggressive behavior so that the
negotiation meeting can be carried out smoothly and the agenda achieved. Failure to do so will impede the process of negotiation and
non-achievement of objectives. I have explained below the techniques.

First is to maintain positive interaction which is to be prepared to negotiate changes. In order to do that, I will explain to Mr. Money a
few factors which need to be considered and request him to agree upon those factors. These factors are to request him to attend the
meeting, establishment of place and time of meeting, preparation of issues agenda and placement of reasonable deadlines and resources.
I will also clarify the process and set ground rules such as communication, negotiation, decision making, presentation of relevant
information and desired objectives and finally minutes must be taken for follow up action.

Second is to maintain positive interaction which is to demonstrate flexibility, patience and willingness to negotiate. I will value Mr.
Money’s expertise and not blame him which will destroy the mutual trust and cooperation. I will make him understand that a selfless
goal would need to be reached so that it benefits all the stakeholders and in the process, there is no right or wrong contributions neither
good nor bad guys. I will also explain to him everyone’s concerns and interests must be addressed and that a consensus goal would
need to reached
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Third is to use effective communicate techniques such as positive, confident and cooperative language with clear communication. It
also means to be polite towards Mr. Money using respectful and positive language. It should come with honesty and sincerity. While
relaying the information, I should acknowledge that a difficult situation exists and allow Mr. Money to ventilate his grievances without
judging him. I will also highlight his work contributions.

Finally, in order to divert and minimize aggressive behavior, I will deal the issues with him tactfully and discretely without shaming
him in public. While presenting demands, I will also avoid the adversarial style of negotiation which means to realize my own interests,
at the expense of his.

3.7 Describe and explain with elaboration as to how you would communicate in courteous manner which reflects sensitivity to
individual social and cultural differences

It is important to be mindful of the communication methods to avoid misunderstanding. It is important in Singapore which comprises of
4 ethnic races and a large number of foreigners. Miscommunication will also lead to tension and ill feelings towards the other party.
Therefore, it is essential to set a clear agenda so that everyone understands the nature and purpose of the negotiation. I have explained
the methods below.

I will not use slang and idioms which the other party might not understand but use words which the other person will understand
clearly. I need to recognize that it can cause meaning to vary significantly. For example, I will not use the Singaporean way of
communication which is to infuse local words into English sentences, when I communicate with my foreign counterparts since they
would not understand.

I will listen carefully and, if in doubt, ask for confirmation of understanding. This is to avoid misunderstanding of the statement on my
part. For example, if someone says that he is angry at work, I will not take it that he is unhappy with the work but rather ask him further
to understand his anger.

I will respect the local communication formalities and styles. For example, in times of conflict, one formality is to approach the
immediate superior rather the topmost superior. I will also look for changes in body language. For example, if the person continues to
fold arms for long periods of time, it would be because he is uncomfortable or defensive.

3.8 Describe Mr. Money’s negotiation style and explain the negotiation tactic that may be adapted to counter his negotiation style

It is important to be aware of the negotiation style of an individual so that I will be able to counter it with a tactic. This allows the
negotiation process to continue effectively. When a negotiator fails to recognize the negotiation style, his mind will be fixated upon the
agenda without realizing that it is important to tackle the other party. I have explained in the form of chart to regards to Mr. Money’s
negotiation style and the tactics to counter them.

No Mr. Money’s style Negotiation tactics

1 Aggressive during the meeting by banging table. Not reacting or being afraid to the style but rather continue
with the negotiation in an impartial manner.

2 Adversarial since he wants a 15% downsizing of Present demands accordingly. For example, employees could
staff regardless the fact that they will not benefit be placed in part-time employment till the company recovers.
since it means to be unemployed.

3 Positional since he sticks to his decision of Point out to him the negative consequences of not reaching a
downsizing staff. consensus. Persuade him to review his position.

3.9 Describe how you would evaluate negotiation content to act in decisive manner

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It is essential to evaluate negotiation contents such as the validity of opposing arguments, urgency of opposing priorities and the
reasonable achievement of competing demands. It is important to understand these contents so that the negotiator will be able to
analyze the process of the negotiation and act accordingly to steer it in a productive manner.

One is to adhere to the process of evaluation. The process involves a few factors.
One is to follow organization negotiation process for win-win result. Usually an organization would create a negotiation process
bearing both the company’s and employee’s interest. This to avoid losses and create a win-win situation.
The other is to review the desired outcomes and understand why I am negotiating. In order to execute that, I would need to identify the
needs of the stakeholders such as benefits, resources, tradeoffs etc. Then I would need to have three or more acceptable outcomes to be
able to stay focus on the negotiation contents. I would also need to match the negotiated results to the previously identified outcomes to
assess whether the negotiation is on the right track.

Then I will examine the negotiated results to see whether they are effective and aligned to the company policy which also helps to
provide feedback to the negotiator and provide information to others.

I will have to act in a decisive manner quickly and confidently if the stakeholders are not able to reach an agreement. It is important to
gracefully step back while leaving the relationship intact without the fear of potential loss of relationship. And I must know the best
alternative to a negotiated agreement.

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Case study 4 scenario

The next day, Mr. Richman called for an update in his office. All 4 HOD's attended the meeting with My Money the first to go in
through the door. When the Managing Director asked them how they plan to cut costs, Mr. Money replied that he suggested a 15%
reduction of workforce in the Operations, Administration and Sales & Marketing. My Sales continued, "However, we could not reach
an agreement although we tried negotiating." Mr. Operator just kept quite while Ms. Admin said that she was willing to follow anything
that was recommended. Mr. Richman added that he did not want to cut jobs. He directed the 4 Heads of Departments to go back to the
negotiating table, and think of other plans to cut cost for the company. He requested you (Mr. Operator) to lead the negotiation and
wants each department to come up with a plan.

At 4.00pm that day, the Heads of Departments met in the office conference room. Using all available resources they began to discuss
on how to keep the Company afloat in this crisis period without any employee losing their jobs.

You chaired the meeting, ending with all departments agreeing on a common plan. Among the plans were saving stationery, saving
power, sourcing for Government funding for staff training, reducing working hours of employees, taking pay cuts to save jobs, etc.

Questions

4.1. Describe and explain how you would negotiate for mutually acceptable solutions by all parties

It is highly critical to negotiate for mutually acceptable solutions by all parties. The benefit of such an outcome is that all stakeholders
will feel respected and feel that their interests are being taken care of, rather than being ignored. There will be teamwork and efforts
will be taken by all to implement the solutions. Failure to do so, will create tension and non-cooperation which is detrimental to the
negotiation process. In the following process, I have highlighted the way to negotiate for mutually acceptable solutions by all parties.

I would demonstrate understanding and empathy towards the department heads, listen with empathy and see the other person’s point of
view by putting myself in his shoes. Through this method, the stakeholder will feel that he is being understood and will be less
defensive in his approach.

Then I will discuss the areas for agreement and concessions using the most appropriate strategy to conflict resolution, which would
likely be collaborating and compromising. Throughout the negotiation, I will focus on shared interests keeping in mind the values such
as fairness, being non-judgmental towards people and ideas, enhancing company productivity and so forth to make the process smooth.
I will invite all the department heads to brainstorm creative ideas without fear of criticism, be receptive to all ideas and emphasis that
all suggestions are valuable. I will also weigh the pros and cons of the suggestions. If need to be, I will appoint an external mediator to
provide impartial assistance to the negotiation process.

After which, I will reflect and summarize the issues which transpired. The way to go about is to review all suggestions to determine
whether they overlap with one another, ensure that personnel goals do not take priority over shared goals, determine the suggestions
which cater to various ideas and make tradeoffs if necessary.

Then I will negotiate disagreements to reach consensus. I will analyze the points of disagreements to assess what are the alternative
solutions, what is the outcome if it is not implemented, alternatives the other person might have and if the failure to agree will eliminate
future opportunities to work together or potential gains for the company. I will also explore solutions used in similar conflicts to see
whether they can be used as a guideline and discuss with experts or other colleagues to gain further ideas. If need to be, I will appoint
an external facilitator to negotiate for mutually acceptable solutions by all parties.

Finally, I will seek agreement for negotiated outcome. I will document the points of agreement and disagreement and communicate
clearly to the department heads to seek understanding and clarity of their roles. I will also discuss their methodology process to ensure
the efficient execution of tasks and seek their commitment to the negotiated solutions. Then, I will determine which possible actions
that will be taken to ensure that the negotiated solutions are being executed by assessing such areas as whether the department head is
going to do it by oneself, support needed, need to refer to superior, allocation of time needed to carry out the solution and ensuring that
the task is not passed around.

4. 2. Describe and explain how you would communicate outcome of negotiation to appropriate person

It is important to communicate the outcome of negotiation to the appropriate person, which in this case is the Managing Director, Mr.
Richman. As a head of the organization, he has all the rights to know the outcome so that appropriate actions can be taken to ensure
ABC Security Agency’s survival.

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