Learner's Activity Book

BUILDING AND MANAGING EFFECTIVE CLIENT RELATIONSHIPS
EFFECTIVE CONFLICT RESOLUTION TRAINING

LEARNER’S ACTIVITY BOOK
BUILDING AND MANAGING EFFECTIVE

CLIENT RELATIONSHIPS
THIS BOOK BELONGS TO:
Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

Designed by: JESSICA S.D. MORENO 1
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TABLE OF CONTENTS
Description.................................................................................................................................................. 3
Terminal Objective ...................................................................................................................................... 3
Benefits ....................................................................................................................................................... 3
Methodology .............................................................................................................................................. 3
Duration ...................................................................................................................................................... 3
My Learning Goals ...................................................................................................................................... 4
The Alligator River Story ............................................................................................................................. 5
What is conflict? ......................................................................................................................................... 6
Nature of Conflict ....................................................................................................................................... 6
Sources of Conflict ...................................................................................................................................... 6
Stages of Conflict ........................................................................................................................................ 7
Conflict Management Style Assessment ..................................................................................................... 8
Conflict Management Styles ....................................................................................................................... 9
Types of Difficult People ........................................................................................................................... 10
Lens of Understanding .............................................................................................................................. 11
Key Elements ............................................................................................................................................ 12
Role-Play Observation Checklist ............................................................................................................... 13

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INTRODUCTION
Description
This course is an intensive, four-day training course that instructs in the causes of conflict as a function
of differing values and enables participants to develop constructive means of resolving it.
Terminal Objective
This training will enable participants to demonstrate effective conflict management skills by completing
the scenario-based activities during training.
Benefits
This training will enhance the participants' ability to build and manage effective client relationships in
their role as Grievance Officers.
Methodology
Facilitator-Led Discussion, Group Activity, Individual Activity, Role-Play Activity
Duration
Four days, Tuesday to Friday

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GOAL SETTING
My Learning Goals
It is important that you have a clear idea of what you want to get out of the training program. The best
way to do this is to write learning goals.
SMART is an acronym that can help you create really useful goals. Your goals should be phrased in the
positive as opposed to the negative – they are about what you want to achieve not what you want to
avoid.
SMART stands for:
Specific
Measurable
Attainable
Relevant
Time-bound
Here are the things I aim to gain and accomplish by the end of the training program.
I want to…
I want to…
I want to…

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LEARNING ACTIVITY
The Alligator River Story
Once there was a girl named Abigail who was engaged to a boy named Gregory. Gregory had an
unfortunate accident one day and broke his glasses. Abigail volunteered to take them to be repaired.
The repair shop was across the alligator-infested river, and during a flash flood the bridge was washed
away. Poor Gregory could see nothing without his glasses, so Abigail was desperate to get across the
river to the repair shop.
While she was standing forlornly on the bank of the river, clutching the broken glasses in her hand, a boy
named Sinbad glided by in a rowboat. She asked Sinbad if he would take her across the river. He agreed
on the condition that she would have sex with him.
Abigail refused to do this and went to see a friend named Ivan who had a boat. When Abigail told Ivan
her problem, he said he was too busy to help her out and didn't want to become involved.
Abigail, feeling that she had no other choice, returned to Sinbad and told him she would agree to his
request.
When Abigail returned the repaired glasses to Gregory, she told him what she had done. Gregory was so
mad at her behavior that he told her he never wanted to see her again.
Abigail, upset and heartbroken, turned to Slug with her tale of woe. Slug was so sorry for Abigail that he
promised her he would get even with Gregory. They went to Gregory's house, and Abigail watched
happily while Slug beat Gregory up and broke his new glasses.

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UNDERSTANDING CONFLICT
What is conflict?
Conflict refers to some form of friction or disagreement arising when the beliefs or actions of one
person are either resisted by or unacceptable to another.
What makes you think or feel that there is conflict?

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Based on your answer above, how would you define conflict?
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Nature of Conflict
 Conflict is natural.
 Conflict can be beneficial.
 Conflict may be overt or covert.
 Conflict may be managed well or poorly.
Sources of Conflict
 Values
 Goals
 Personality
 Information

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Stages of Conflict
Write your thoughts down!
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CONFLICT MANAGEMENT STYLES
Conflict Management Style Assessment

Source: Reginald (Reg) Adkins, PhD, Elemental Truths - http://elementaltruths.blogspot.com/2006/11/conflict-management-quiz.html
Each statement below provides a strategy for dealing with a conflict. Rate each statement on a scale of 1
to 4 indicating how likely you are to use this strategy.
Be sure to answer the questions indicating how you would behave rather than how you think you
should behave.
1 = Rarely 2 = Sometimes 3 = Often 4 = Always
1. I explore issues with others so as to find solutions that meet everyone’s needs.
2. I try to negotiate and adopt a give-and-take approach to problem situations.
3. I try to meet the expectations of others.
4. I would argue my case and insist on the merits of my point of view.
5. When there is a disagreement, I gather as much information as I can and keep the lines of
communication open.
6. When I find myself in an argument, I usually say very little and try to leave as soon as
possible.
7. I try to see conflicts from both sides: What do I need? What does the other person need?
What are the issues involved?
8. I prefer to compromise when solving problems and just move on.
9. I find conflicts challenging and exhilarating; I enjoy the battle of wits that usually follows.
10. Being at odds with other people makes me feel uncomfortable and anxious.
11. I try to accommodate the wishes of my friends and family.
12. I can figure out what needs to be done and I am usually right.
13. To break deadlocks, I would meet people halfway.
14. I may not get what I want but it’s a small price to pay for keeping the peace.
15. I avoid hard feelings by keeping my disagreements with others to myself.
Statements Total Style

1, 5, 7
4, 9, 12
6, 10, 15
3, 11, 14
2, 8, 13

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Conflict Management Styles
Style Pros Cons
Competing
Avoiding
Collaborating
Accommodating
Compromising

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COMMUNICATING WITH DIFFICULT PEOPLE
Types of Difficult People
Type Who are they? What can you do?

This is the bully of the group. Tanks
 Maintain Respect
are pushy and aggressive. They tend
Tank  Don't get emotional
to be confrontational and forceful in
 Stay assertive
getting what they want.
Snipers take shots at you to make
 Don't be paranoid
you look bad or to try to undermine
 Use searchlight questions
Sniper you. They use rude comments, biting
 Distinguish between content and
sarcasm, or a well-timed roll of the
approach
eyes.
Know-It-Alls can be very confident
 Be prepared
and do most of the talking. This can
Know-It-All  Don't make it personal
be one of the toughest of all the
 Turn them into a mentor
types of difficult people to deal with.
Think-They-Know-It-Alls have the
 Give them attention
tendency to persuade people even if
Think-They-Know-It-All  Give them a break
they know nothing about what
 Ask clarifying questions
they’re talking about.
Grenades are very emotionally
 Stay objective
reactive people. They tend to make
Grenade  Find the root cause
bad decisions based on emotions
 Take a time out
instead of facts.
Martyrs tend to wallow in self-pity.  Be patient
Martyr They tend to feel helpless and  Empathize when possible
overwhelmed by an unfair world.  Shift the focus to solutions
Yes Persons say "yes" without  Help them plan
Yes Person thinking things through. They tend to  Remember that they mean well
overcommit then become resentful.  Think of yourself as a mentor
No Persons kill momentum and are
 Acknowledge their good intent
able to kill big ideas with a single
No Person  Involve them in the solution
syllable. They fight for futility,
 Use them as a resource
hopelessness, and despair.
 Explain the impact of their
Maybe Persons find it hard to make
indecision
Maybe Person decisions in the hope that a better
 Use a decision-making system
choice will present itself.
 Check their level of comfort
Nothing Persons don't contribute to  Give them time
Nothing Person the conversation. They tend to play it  Lighten it up
safe just to avoid conflict.  Ask the right questions

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Lens of Understanding
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EFFECTIVE CONFLICT RESOLUTION
Key Elements
 Attack the problem, not the person.

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 Describe the conflict in neutral terms.

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 Evaluate the alternatives to determine a “win-win” outcome.

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 Develop a list of alternative ways to resolve the conflict -- or agree to disagree, agreeably.
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 Establish an action plan to implement the solution.

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Role-Play Observation Checklist
Group Observed
Scenario Assigned
What was the source of conflict?
What type(s) of difficult people were

demonstrated?
Were appropriate action(s) demonstrated when

dealing with difficult people?
What conflict management styles were

demonstrated?
Were they able to use the appropriate conflict

management style for the scenario they were
given?
Was the Grievance Officer able to conduct the

discussion in a non-defensive way?
Did the Grievance Officer ask clarifying questions?
Did the Grievance Officer explain the solution in a

clear and understandable manner?
Did the Grievance Office use jargon? If yes, what

were used?
What did you observe that you would like to avoid

doing in real life?
What did you observe that you would like to apply

in real life?

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Group Observed
Scenario Assigned

demonstrated?


demonstrated?

given?



were used?

doing in real life?

in real life?

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Group Observed
Scenario Assigned

demonstrated?


demonstrated?

given?



were used?

doing in real life?

in real life?

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Group Observed
Scenario Assigned

demonstrated?


demonstrated?

given?



were used?

doing in real life?

in real life?

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Group Observed
Scenario Assigned

demonstrated?


demonstrated?

given?



were used?

doing in real life?

in real life?

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Group Observed
Scenario Assigned

demonstrated?


demonstrated?

given?



were used?

doing in real life?

in real life?

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Group Observed
Scenario Assigned

demonstrated?


demonstrated?

given?



were used?

doing in real life?

in real life?

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Group Observed
Scenario Assigned

demonstrated?


demonstrated?

given?



were used?

doing in real life?

in real life?

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BUILDING AND MANAGING EFFECTIVE CLIENT RELATIONSHIPS

EFFECTIVE CONFLICT RESOLUTION TRAINING

BUILDING AND MANAGING EFFECTIVE

THIS BOOK BELONGS TO:

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

Facilitator-Led Discussion, Group Activity, Individual Activity, Role-Play Activity

Four days, Tuesday to Friday

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

SMART stands for:

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

The Alligator River Story

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

What makes you think or feel that there is conflict?

Based on your answer above, how would you define conflict?

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

Write your thoughts down!

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

CONFLICT MANAGEMENT STYLES

Conflict Management Style Assessment

1 = Rarely 2 = Sometimes 3 = Often 4 = Always

Statements Total Style

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

Conflict Management Styles

Style Pros Cons

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

COMMUNICATING WITH DIFFICULT PEOPLE

Types of Difficult People

Type Who are they? What can you do?

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

Write your thoughts down!

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

EFFECTIVE CONFLICT RESOLUTION

 Attack the problem, not the person.

 Describe the conflict in neutral terms.

 Evaluate the alternatives to determine a “win-win” outcome.

 Establish an action plan to implement the solution.

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

Role-Play Observation Checklist

What was the source of conflict?

What type(s) of difficult people were

Were appropriate action(s) demonstrated when

What conflict management styles were

Were they able to use the appropriate conflict

Was the Grievance Officer able to conduct the

Did the Grievance Officer ask clarifying questions?

Did the Grievance Officer explain the solution in a

Did the Grievance Office use jargon? If yes, what

What did you observe that you would like to avoid

What did you observe that you would like to apply

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

What was the source of conflict?

What type(s) of difficult people were

Were appropriate action(s) demonstrated when

What conflict management styles were

Were they able to use the appropriate conflict

Was the Grievance Officer able to conduct the

Did the Grievance Officer ask clarifying questions?

Did the Grievance Officer explain the solution in a

Did the Grievance Office use jargon? If yes, what

What did you observe that you would like to avoid

What did you observe that you would like to apply

Created for: GRIEVANCE REDRESS DIVISION - PANTAWID PAMILYA PROGRAM

What was the source of conflict?

Learner's Activity Book

Learner's Activity Book