1. Definition of conflict. Pg.

9
It is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns.

2. How does one ascertain or verify whether some information given is a fact or is it merely an interpretation of
the facts. Pg. 11
Fact is a piece of true information, a tangible evidence and could be derived from incident reports.
Interpretation is someone’s opinion of the events that led to the dispute, a hearsay
evidence and mostly based on assumptions which is largely influence from a person’s bias perception.

3. Examples of conflict situations and their respective levels of threat. Pg. 12

No Conflict situations Level of threats Action Plan

1 Suspicious person with criminal intent Extremely high Call Police
- unavoidable
2 Person who refuse to follow direction and High Call for back up
guidance - avoidable Escort person from
premise
3 Disagreement between team members Moderate Intervene
- avoidable

4. Organisational policy, guidelines and requirements for responding to conflict. Pg. 14

 Policy- Formal conflict/ dispute reporting procedures that allow for progressive escalation of
unresolved conflicts.
 Guidelines- Code of Practice that may be referred to aid on resolving any dispute or maintain positive
and effective interactions and minimize aggressive behaviors, taking cultural differences into account.
 Requirement - Intervention as part of conflict resolution procedure.

5. Common concerns and goals in conflicts. Pg. 15

Common concerns
 Relationship with others
- Relationships may include the security supervisor, team members, officers, family
 Peace of mind
- Less stress in work environment
 Respect
- People want respect ad would not tolerate any form of insubordination or instigation from
subordinates.
Common goals
 Reward
- People will protect their reward system such as performance appraisal/ grading when it is
threaten
 Recognition
- People often seek recognition as their pride of life
- People would normally have a bias perception of their abilities and usually feel offended when
this is questioned
 Job security
- This would affect their job security and progression. They may feel that their career may be in
jeopardy
 Code of Conduct
- It guides towards organizational

6. Any sources and benefits in conflicts. Pg. 17-18

Sources
 Power
 Values
 Feeling
Benefits-
 Promotes change
 Enhances morale and social cohesion
 Provides additional management options to problem solving

7. Active listening techniques to apply to ensure understanding of information received or relayed. Pg. 20
  Pay attention
 Show you are listening
 Provide feedback (2 way interaction)
 Interpret verbal messages
 Interpret nonverbal messages

Scenario 1 Pg. 26
Conflict between individuals – Charlie and Roger.
Charlie not cooperative after the Roger promotion. Charlie needs the support.
Facts in conflict, both 40 and same company, Both are married with school children. Both sole breadwinner for
respective families. Good friends.

8. Types of conflict. Pg. 30

 Differences in leadership
 Differences in style
 Interdependence conflict
 Differences in personality
 Failure to communicate
 Social and cultural difference

9. Types of internal or external persons that may be involved in a conflict. Pg. 32

Internal
 Security supervisor
 Management staff
 Security personnel
External
 Client staff
 Maintenance personnel
 Technical personnel

10. Kenneth Thomas five (5) strategies to use when resolving conflict. Pg. 33
 Collaborating (Win- Win) – Best strategy - everyone does equal rosters and shift rotation.
 Compromising (Win some- Lose some) –Public holidays we work and they off and vice versa.
 Accommodating (Lose- Win) – Staff sick on that day, then we do patrolling. Client asks us to clean
until it become responsible
 Competing (Win- Lose) – Authority, Client, Law instructs us in autocratic approach.
 Avoiding (Lose- Lose) - “Not my problem” attitude thus no team work.

11. Organisational policy, guidelines and requirements for resolving conflict and state some specific situation
where these organisational policies or guidelines may be applied. Pg. 35
 Deter judgment by respecting both parties point of view
 Use good interpersonal skills and communication resolving conflicts
- Mind your manners, speak clearly, listen
 Using questioning and listening techniques to gather information
 Focus on interest.

12. Factors which might impact the safety and security of persons involved in a conflict situation. Pg. 37.
 Suspicious person with criminal intent
 Person under influence of intoxicating substances
 Destruction of property

13. Appropriate techniques to maintain positive and effective interactions to minimize aggressive behavior. Pg. 39
 Apply active listening skills
 Apply positive body language
 Use of language appropriate to cultural techniques
 Use appropriate tone of voice
 Use appropriate facial expression
 Give constructive feedback

Scenario 2 Pg. 42
Individual conflict. Rani and 4 persons. Rani intrapersonal conflicts. May lim intrapersonal conflicts.
Rani, lee and 3 SO.
Communication, age, cultural, on the ball and know every details, sex.
Collaborating- Rani and Lim (Win- Win). Rani accommodating to lim due 28 years. Write based on scenario and
explain it.
Threatening case to Rani. Police case. If she do not report, she may be approached by someone and be attacked.
Look at 3 SOs, interview prior to termination and not after resignation.

14. Styles of negotiation techniques. Pg. 46

 Integrative - example
 Positional
 Adversarial
 Co-operative
 Long pause
 Mocking
 Interrogator
 Divide and conquer
 Simpleton

15. Effective observation techniques. Pg. 47

 Pay attention to the message for parties interest
 Identify obstacles for successful negotiation
 Identify the ones with power
 Pay attention to the non verbal
 Look for signs of disagreement

16. Sources of power imbalances. Pg. 49

 Person in formal position may use his power to ‘Pull rank’
 Person may has distinct personal characteristics
 The most senior person may often dominate the negotiation
 Powerful person is often connected to the executive
 Those control over resources and information would generally be one welding power.

17. Main obstacles to successful negotiation. Pg. 50

 Needs are things are essential to our well-being.
 Diversity is different types of people or issues within group may make it complex
 Motivation is required party is reluctant or refuse to comply with instructions whey he perceive threat
to self or property

18. Negotiation techniques to maintain positive interaction and techniques to divert and minimise aggressive
behavior. Pg. 52
 Be prepared to negotiate changes
 Demonstrate flexibility, patience and willingness to negotiate
 Apply effective communication techniques (tone, body language)
 Summarizing of positions and agreements to allow understanding

19. Organisational policy, guidelines and requirements for negotiating resolution. Pg. 53
 Maintain positive interaction, divert and minimize aggressive behavior
 Communicate in courteous manner which reflects sensitivity to individual social and cultural
differences.
 Adapt negotiation tactics to counter party’s style
 Evaluate negotiation content to act in a decisive manner

20. Social and cultural differences to apply sensitivity when negotiating resolution. Pg. 54
 Avoid using slangs and idioms
 Listen carefully and if in doubt, ask for confirmation of understanding
 Respect the local communication formalities ad styles, and watch for any changes in body language.

21. Specific negotiation tactic that may be used between parties to counter a party who is constantly mocking
during negotiation. Pg. 55
 No Party’s style Negotiation tactics
1 Aggressive opener, long pause, interrogator Not reacting to the different negotiating styles
2 Positional, adversarial Presenting demand accordingly
3 Simpleton Creating deadliness for review
4 Positional Pointing out negative consequences of not
reaching effective negotiation
5 Mocking Threatening to walk out if parties cannot
cooperate
6 Divide and conquer Creating distance between oneself and other
party to remain impartial

Scenario 3
What is negotiation technique
Style of negotiation. Tom pell adverersial style, Dick positional, Sally blur king avoiding simpleton,
Sign of agreement, Harry hardwork agreed 5%
Sign of disagreement, Dick Pending stand firms not losing his men, Dick is quiet and scribbling on writing pad.
Source of power- Tom pell
Obstacle – Need, Diversity different department complex situation
Motivations – KPI. , service agreement, expenditure reduce
Technique to use by positive interaction, on Tom pell positive interaction set up meeting with all parties to seek
resolution and take genuine interest by tom pell to find solution, summarize service agreement or consensus that you
received, deal with everything deal the issue tactfully so to avoid aggressive behavior

22. Factors to consider when negotiating mutually acceptable solutions by all parties. Pg. 62
 Demonstrate understanding and empathy
 Discuss the areas for agreement and concessions
 Reflecting and summarise issues rose
 Negotiating to reach consensus
 Seek agreement for negotiated outcome

23. Organisational policy, guidelines and requirements for handling negotiation closure. Pg. 64
 Arrange for a discussion or meeting to update manager
 Brief members of the team involved in the negotiation of the outcome
 Prepare and file report of outcome in the appropriate files
 Record any follow up action for attention

24. Communication methods and examples for handling negotiation closure. Pg. 64
 Written reports- Record outcome with relevant security activity logs
 Verbal reports- Discussion and meetings (face to face) to update manager and team