ASSESSMENT 1 –

Quiz
 ASSESSMENT 1 - QUIZ

This cover sheet is to be completed by the assessor and used as a record of outcome of this assessment task

Student Name: JESSELYN SUDJONO

Student ID No: GLE2000043

Unit Code: SITXCOM005

Unit Title: Manage conflict

Date of Assessment:

Student Declaration I declare that:

• I have read and understood the policy on
• These tasks are my own work, and none of this
Plagiarism, cheating and collusion and understand
work has been completed by any other person.
that if I am found to be in breach of this policy,
• These tasks are not plagiarised or colluded with any
disciplinary action may be taken against me.
other student/s.
• I have a copy of my assessment work with me,
• I have correctly referenced all resources and
which I can produce if the original is lost.
reference texts throughout these assessment tasks.

Student name: _______________________________________ Signature:

_______________________________ Date: ____/_____/_____

Assessment Criteria Satisfactory If Not

Satisfac-
tory,
please
comment

Identify potential for conflict and take swift and tactful ❒ Yes ❒ No
action to prevent escalation.

Identify situations where personal safety of customers or col- ❒ Yes ❒ No

leagues may be threatened and organise appropriate assis-
tance.

Identify and use resources to assist in managing conflict. ❒ Yes ❒ No

Establish and agree on the nature and details of conflict with ❒ Yes ❒ No
all parties and assess impact.

Manage conflict within scope of own role and responsibilities, and ❒ Yes ❒ No
according to organisational procedures.

Take responsibility for seeking a solution to conflict within ❒ Yes ❒ No

scope of own role and responsibilities, seeking assistance
where required.

Identify and evaluate impact of conflict on business ❒ Yes ❒ No

reputation and legal liability.

Evaluate options to resolve the conflict, taking into ac- ❒ Yes ❒ No

count organisational policies and constraints.

Implement the best solution and complete required reports ❒ Yes ❒ No

Communicate with parties involved to seek and provide feed- ❒ Yes ❒ No

back on conflict and its resolution.

Evaluate and reflect on the conflict and effectiveness of the solution. ❒ Yes ❒ No

Determine possible causes of workplace conflict ❒ Yes ❒ No

and provide input for workplace enhancement
and improvements.

Commonly occurring conflict situations in the tourism, travel, ❒ Yes ❒ No

hospitality and event industries and their typical causes

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Conflict theory: ❒ Yes ❒ No
▪ Signs
▪ Stages
▪ Levels
▪ Factors involved
▪ Results

Conflict-resolution techniques: ❒ Yes ❒ No

▪ Assertiveness
▪ Negotiation
▪ Use of appropriate communication

Resources to assist in managing conflict: ❒ Yes ❒ No

▪ Counsellors
▪ Internal security staff
▪ Mediators
▪ Other staff members
▪ Police
▪ Senior staff

Communication techniques: ❒ Yes ❒ No

▪ Active listening
▪ Empathising with the person's situation while upholding organisational
policy
▪ Non-verbal communication and recognition of non-verbal signs ▪
Language style
▪ Questioning techniques
▪ Those appropriate to different social and cultural groups

Organisational policies and procedures for complaint, conflict and ❒ Yes ❒ No

dispute resolution

€ Satisfactory € Not Yet Satisfac- If Not Yet Satisfactory – Please identify the re-assess-
ment arrangements:
tory (Please tick the assessment
result for this task)

Comments/ Feedback (If the student is deemed Not Satisfactory the Assessor MUST state the circumstances and reasons
why this judgment has been made):

Assessor Declaration:

I declare that I have conducted a fair, valid, reliable, and flexible assessment with this student, and I have provided
appropriate feedback.

Assessor Name: ___________________________________ Signature: ________________________________

 Date: ____/_____/_____

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Assessment Guidelines for Student:

Conditions of assessment
• This is a close book assessment requiring you answer all questions.
• On completion, submit your response as a word document printed on A4 paper to your assessor. • You
are required to answer all the questions that are outlined in this Assessment and submit your evidence to
your Assessor so that you can be graded as either S – Satisfactory or NS – Not Satisfactory for this assess-
ment. Your Assessor will provide you with feedback.
• Only when all your answers have been assessed as satisfactory will you be deemed S – Satisfactory for
this assessment.
• If the evidence is graded as NS – Not Satisfactory you will be required to re-submit the evidence. In this
case you will be provided with clear and constructive feedback based on the assessment decision so
that you can improve your skills / knowledge prior to reassessment.
• If you require an allowable adjustment to this assessment procedure you should discuss this with your
assessor
• If you are dissatisfied with an assessment decision you should make an appeal to Glen Institute in
writing no longer than 10 days following advice of the assessment decision

Context of and specific resources for assessment

During the assessment tasks, you will be provided with:

• Printed copy of the Assessment

Task to be completed by the student

Provide a response to all the questions in the space provided

Your assessor will be assessing you on the criteria listed in the Assessment cover
sheet
Evidence to be provided by the student for this assessment:
Completed written assessment as per the conditions of assessments
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ASSESSMENT 1 – Quiz
Poor communication when one person is more diligent than another, the
teamwork environment can become unbalanced.

Differences in all individuals have differing views on who said what, how
work ethics things should be done, what priorities should be given to
various tasks and so on. When 2 people disagree on these
things, conflict can easily arise.

Content matters people naturally bond with those they feel a sense of similar-
ity or likeness with. When personalities differ significantly,
working relationships can suffer.

Clashes in probably the root cause of most workplace

personality conflicts, poor communication skills and com-
munication barriers such as prejudice, selec-
tive hearing and rigid opinions can lead to un-
necessary conflict and cause conflicts to esca-
late.

Answer the following questions.

Question 1: Connect the cause of conflict with the relevant definition:

Question 2: Connect the cause of conflict with the relevant definition:

Incompatible when routines, environments and/or staff change, people
expectations react in different ways. Many people are threatened by
change and fear of the unknown.

Organizational an essential part of providing quality customer service is sat-

structure isfying customer needs and expectations. If this isn’t
achieved, then a complaint may arise.

Change when job roles and work procedures aren’t clearly defined,
tension is likely to arise within the work environment. It is
important for staff to know what is expected of them so they
can get on with the tasks they are responsible for.

Question 3: In the workplace conflict is likely to develop between the following parties:

(Tick the correct answers)

With a colleague •
Between work teams •
Government officers

Between staff and management •

Between suppliers
 With a customer •
Between customers •
Within the organization •

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Question 4: Why can internal conflicts be beneficial for an organization? The following statements are:

(Answer true or false in space provided)

True or
False

When disagreements arise it generally means that there is an internal problem

which, when identified and managed well, could result in better work processes 1
and better working relationships.

Work conflicts are usually a sign of poor management practices as

1
well guided teams do not cause conflicts.

Work conflicts can demonstrate that staff are taking responsibility for an is-
0
sue and that they are proactive and passionate about their work.

Question 5: Which essential skills are required to spot conflict in the early stages?

(Tick the correct box indicating true or false)

True Fals
e

You should learn to read individuals and gauge potential confrontations. •

By recognising signs of conflict you may then be able to intervene

•
and avert a conflict situation.

When recognising signs of conflict you need to wait until the flashpoint to get a
•
true picture of the problem.

It is essential to keep your finger on the pulse and detect the signs of conflict
•
early.

Question 6: The following behavior or body language could indicate an existing or arising conflict situation:

(Tick the correct answers)

Angered tone
 Avoidance or absenteeism from work

Cold or flu

High accident or error rate

Lower productivity

Raised or harsh voice

Showing signs of impatience

Tense, stiffened posture and face

Tiredness

Use of positive words – Yes, I can, I will

Question 7: Connect the stages of conflict in the correct order:

Step 3 Misunderstandings
1

Step 4 Tension
2 1

Step Discomforts
5
3
2
Step Crisis
4

Step Incidents
5

Question 8: Connect the stages and signs of conflict according to the Conflict Resolution Network Australia
to the appropriate definition:

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Misunderstandings 3 Perhaps nothing is said yet. Things don't feel

right. It may be difficult to identify what the
problem is.

Tension Here a short, sharp exchange occurs without any lasting in-
4 ternal reaction. Has something occurred between you and
someone else that has left you upset, irritated or with a re-
sult you didn't want?

Incidents 1 Here motives and facts are often confused or misper-

ceived. Do your thoughts keep returning frequently to
 the problem?
5
Discomforts Behaviour is affected, normal functioning becomes difficult,
extreme gestures are contemplated or executed. Are you
dealing with a major event like a possible rupture in a rela-
tionship, leaving a job, violence?
2
Crisis Here relationships are weighed down by negative atti-
tudes and fixed opinions. Has the way you feel about
and regard the other person significantly changed for
the worse?

Question 9: There are 3 typical tactics used when faced with conflict. Match the 3 tactics to the relevant
actions:
1. Avoid the situation 2. Defuse the situation 3. Face the situation

• Admit the conflict • Deny the con- • Smooth things over

exists flict exists • Avoid • Delay dealing with the
• Raise the issue the people issue
• Confront the situation involved • Downplay significance
• Keep the problem
to
yourself

Question 10: The following are reasons why one or both parties might not be interested in reaching a
solution during conflict. Connect the correct explanation to the relevant reason:
Resentment Trying to get under the skin of the opponent

Jealousy One person may be in power or has gained more than the other

Enjoyment of con- If major belief is affected

flict

Need for apology Personal dislike and mistrust

Principles Too proud to take a step

Question 11: Identify the 5 conflict resolution techniques used with the “TKI” tool:
(Tick the correct answers)
Competing •

Commanding

Accommodating •

Avoiding •

Appealing
 Compromising •

Confronting

Collaborating •

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Question 12: If you are involved in a conflict situation you should take the following actions to resolve the
issue: (Tick the correct box indicating true or false)
True Fals
e

Any unresolved conflict can never escalate out of control as there

•
is a code of conduct in every workplace.

If a conflict situation is allowed to escalate then problems which could

•
have been addressed quite simply may turn into a volatile situation.

When dealing with conflict you should find a location in a populated area, such
•
as a busy office or front-of-house location so that you have witnesses.

If the conflict situation is to be fixed, both parties need to participate in the process. •

If you are involved in a workplace conflict situation, you should take the
•
initiative and begin dealing with the situation.

Question 13: How do communication skills affect conflict resolution?

(Tick the correct box indicating true or false)
True Fals
e

Effective conflict resolution relies heavily on communication skills. •

In any situation we need to consider: “it’s not what you say, it’s how you say it!”. •

When dealing with an escalated conflict, the communication style and how
•
it may be received by others is the least important issue.

Tread carefully, courteously and discreetly; being headstrong, stubborn, raising

•
your voice and/or laying blame will not help the situation.

Whether it is an issue with a colleague or a customer, always try

to move the discussion to a busy area to have witnesses in case •
the issue escalates.

Question 14: Match the type of person to the related behaviours:

 States their opinions tactfully

Assertive person Is respectful of others

Favours their own opinions

Attacks or disregards other viewpoints

Aggressive
Focuses on mutual solutions
person
Focuses on winning

Question 15: How can the emotional state of a person affect how a conflict is handled?
(Answer true or false in space provided)
True or
False

An issue can engage all your thoughts and emotions and pre-
vent you from rationally, objectively and calmly analysing 0
the core problem.

If emotions are removed from the conflict situation then it is un-

0
likely it will be resolved.

If someone is screaming and shouting, then the conflict will be esca-

0
lated, rather than resolved.

Staying calm and objective is a much better option than screaming. 1

Unmanaged emotions cannot impede conflict resolution as the attention is TRUE

always focussed on the issue at hand rather than the emotions involved.

Question 16: What is the importance of empathy when dealing with conflict?
(Tick the correct box indicating true or false)
True Fals
e

Empathy is our ability to see or feel things from another person’s point of view. •

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Empathy is the same as sympathy, which means we feel sorry for someone else. •

Empathy arises from our deeper knowledge of another person, the level of
respect that we feel for them and the ability to put yourself in someone •
else’s place.
 Using passive listening helps you to develop empathy. •

Using empathy in conflict situations enables you to act more professionally; un-
derstand situations more clearly; instil confidence that a solution can be •
reached; and encourage working relations.

Question 17: How do organisational policies, procedures and constraints affect solutions of conflicts and
complaints with customers?
(Tick the correct box indicating true or false)
True Fals
e

Problems may arise due to differences in cost and lack of availability

•
of suitable replacement products.

Financial impacts are of little importance as long as conflicts and complaints

•
can be dissolved satisfactorily.

There may be an organisational policy in place on exchanges and re-

funds, for example if a tour is cancelled, you may be required to find an •
alternative date or similar service.

If you are in doubt about a particular situation you need to follow your instincts
•
and let common sense prevail.

When dealing with conflicts and complaints it is essential to take into consider-
•
ation organisational policies, procedures and constraints.

Some conflict situations will need to be escalated or referred to other par-

ties. This may be your supervisor, an HR representative, or a workplace •
counsellor

Whatever the situation, it is essential that you follow your organisation’s poli-
cies and procedures. Otherwise you may find yourself in a difficult situation – •
and make the conflict worse

Question 18: The following statements related to the purpose and uses of mediation are:

(Answer true or false in space provided)

True or
False

In a workplace situation, mediation is advisable when communication has True

broken down or when it is important to preserve relationships.

Mediation can help the parties to rediscover common links in the True
relationship rather than focusing on the differences.

Mediation is a process in which an intermediary (a 3rd person) helps True

parties to negotiate a solution in a dispute.

Mediation is commonly used to make a decision for parties who are un- 0
willing to make a decision on their own.
 The intermediary can act as a referee as they are then involved in the issue. 1

The most important skills for a mediator are passive listening skills. 1

Question 19: What are the organizational and legal requirements for documentation of conflicts?

(Tick the correct box indicating true or false)

True Fals
e

Depending on the situation and seriousness of the conflict, it may be necessary to •

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document the conflict and the resolution process. •

Documentation may be necessary for legal compliance or simply as an es-

tablished business policy, so that there is documentary evidence of the •
conflict resolution attempts in case the situation worsens.

Commonly, serious issues are reported in an incident report and must be

•
lodged with Industrial Relations.

It is essential that all documentation is completed very soon after the

•
process, so that all details are clear and accurate.

It may also be helpful for your own personal record to keep

track of details surrounding the incident as they may be of •
use in the future.

Question 20: Connect the steps for resolving a customer complaint with the correct actions:
Listen ensure that the proposed solution is followed through.

Understand use empathy to understand the problem and summarise and paraphrase
the complaint so that the customer is sure you understand.

Respond inform the customer of the results so that they know the situation has
been dealt with.

Act use active listening and questioning techniques to find out details of
the complaint.

Follow up if appropriate, apologise for the situation and propose a solution to

the problem.
Question 21: Identify the correct examples of dangerous or threatening conflict situations:

(Tick the correct answers)

Foreigners gesticulating and seemingly arguing in their native language

Intoxicated or drug-affected patrons •

People entering a shop wearing a cap and dark sunglasses

People wearing bulging objects underneath their clothing

People who appear violent of threatening •

People with guns •

When patrons refuse to leave or be pacified •

When someone has been injured •

Question 22: Which actions should you take if you encounter a dangerous conflict situation?
(Tick the correct box indicating true or false)
True Fals
e

Getting assistance may involve asking your manager for help or calling secu-
•
rity or the police.

Housekeeping staff are commonly trained to lock themselves in a room in the event
•
that a visitor goes crazy.

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If a workplace conflict gets out of hand you must personally remove any vio-
•
lent party from the premises.

If drugs or alcohol are involved, state clearly what the desired behav-
•
iour is and, if needed, get assistance to remove the person.

It is a requirement for employers to provide information and training for

•
dealing with emergency and other procedures.

TH&E business have procedures for dealing with dangerous and threatening situ-
•
ations, which vary between businesses.

The exact natures of the dangerous situations vary, however the responses will
•
remain the same in every situation.

Question 23: What is a grievance and how must a grievance be dealt with to meet legal requirements?
(Answer true or false in space provided)
True or False

If conflict resolution fails then either or both parties may choose to submit a for- 1
mal complaint, either verbally or in writing, to their supervisor, manager or Hu-
man Resource department, which is referred to as a grievance.

It is important that businesses ensure that grievances are handled properly and quickly True
as failure to do so could have serious legal consequences for the business and its man-
agement.

Once a complaint has been lodged formally, the grievance must be dealt with in a par- 0
ticular manner.

Workplace grievances are usually lodged as a result of unfair treatment in the 1

workplace, such as discrimination, sexual harassment or bullying.

Workplaces grievances do not relate to workplace rules, work 0

assignments and performance appraisals.

Question 24: A business must ensure that all reasonable steps are implemented to avert unlawful behavior.
Identify the correct measures which assist to achieve this requirement:

(Tick the correct answers)

Implement a code of conduct outlining what is and is not acceptable behavior •

Take proactive steps to prevent antisocial behavior •

Implement training sessions for correct behavior and etiquette

Employ a part-time counselor

Implement a complaint/grievances procedure •

Install a security camera

Take appropriate action to deal with grievances in a timely manner •

Question 25: The following steps are part of procedures for evaluating conflict resolutions effectively:

(Answer true or false in space provided)

True or
False

Seeking and providing feedback on the incident from all parties concerned 1

Evaluating and reflecting on what happened 1

Review and development of professional conduct procedures 1

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Judging the effectiveness of the solution 1

Assessing the effectiveness of punitive measures 1

Addressing the causes, providing suggestions for improvements 1

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