Assessment Task 1

SITXCOM005 Manage conflict

Written Test

Assessment Submission details:

1. Please include following details on the top of your assessment:

• Your Name
• Your Student Id
• Your Trainer’s name
• Title of your Assessment
• Assessment Due Date
• Actual Submission Date
Please Note: Any changes in the assessment due date must be approved by your trainer.

2. This assessment must be in Microsoft word format. Following settings should be made for this assignment
to keep consistency among all the assessments:

Body text Page setup

• Font: Times New Roman • Top: 2.54 cm

• Font size: 12 point • Bottom: 2.54 cm
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3. Do not forget to attach the Cover Sheet at the front of the assessment.
4. Make sure you have signed the Cover sheet to declare this is your own work.
5. You can e-mail this assessment to your trainer’s e-mail address with following details:
In ‘subject’ mention your ‘student Id – Your name’.

Achieving Competence:

To be deemed competent in this assessment you must:

• Correctly address all of the assessment requirements as described in this task

• Correctly address all of the submission instructions
• Successfully complete the Assessment Questions
• Submit assessment on or before the due date with an assessment cover sheet

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Performance objective:

You need to answer the entire questions using information given to you from class and from your course
material.

Assessment description:

You must provide a response to all questions in assessment Questions section.

Assessment Questions:

Checkpoint 1
Question 1: What is conflict? How does conflict occur?
Conflict occurs when there is a clash of values, beliefs and/or interests. Often the parties
involved in a conflict completely disagree on something, yet both are entirely convinced that
their viewpoint is correct.

Question 2: List and briefly explain 6 common causes of conflict?

1. Poor communication - probably the root cause of most workplace conflicts, poor
communication skills and communication barriers such as prejudice, selective hearing and
rigid opinions can lead to unnecessary conflict and cause conflicts to escalate
2. Differences in work ethics - when one person is more diligent than another, the teamwork
environment can become unbalanced. One person may view being on time to meetings or
work as extremely important, while another may not. Also, showing respect to people in
authority may come naturally to some and not to others
3. Content matters - all individuals have differing views on who said what, how 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
4. Clashes in personality - people naturally bond with those they feel a sense of similarity or
likeness with. When personalities differ significantly, working relationships can suffer. For
instance extroverts may annoy introyerts, and shy people may be threatened by confident
people
5. Incompatible expectations - an essential part of providing quality customer service is
satisfying customer needs and expectations. If this isn't achieved, then a complaint may arise
6. Organisational structure - 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. Overlapping
authority may also contribute to problems. If an employee is managed by 2 or more people
they may be given too much or not enough work, asked to do conflicting things, or given
different priorities
7. Change - when routines, environments and/or staff change, people react in different ways.
Many people are threatened by change and fear of the unknown, even though change is a
natural and inevitable part of life. In workplaces it must be managed carefully and people
need to be kept informed, otherwise tensions will emerge.

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Question 3: List 5 examples of parties who might get involved in conflict situations in the workplace?
1. With a colleague
2. Between work teams
3. Between staff and management
4. With a customer
5. Between customers

Question 4: Why can internal conflicts be beneficial for an organisation?

When disagreements arise it generally means that there is an internal problem which, when
identified and managed well, could result in better work processes and better working
relationships. Work conflicts can also demonstrate that staff are taking responsibility for an issue
and that they are proactive and passionate about their work. When staff work towards a
successful resolution they may feel a sense of contribution and belonging to the team.

Question 5: What are the possible negative impacts if conflict situations are not dealt with appropriately in a
workplace?
The danger of not dealing with conflict is that when it is eventually dealt with, the situation has
gone too far and emotions have gotten out of control. If it had been dealt with earlier, a suitable
solution may have been found much more easily. Importantly, by not dealing with the conflict,
the situation that caused the conflict remains unchanged and ultimately begins to affect you and
your work.
If conflict isn't handled correctly, it can seriously affect relationships, workplaces, and life
situations. This negatively influences the performance of the individuals, as well as the output of
the business. As human beings are social animals, if relationships are poor then other aspects of
life tend to be affected as well.

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Checkpoint 2
Question 6: Which essential skills are required to spot conflict in the early stages? Why is this important?
You should learn to read individuals and gauge potential confrontations. You may then be able
to intervene and avert a conflict situation. It is essential to keep your finger on the pulse and
detect the signs of conflict early.

Question 7: Provide 10 examples of personal behaviour which could indicate an existing or arising conflict
situation?
Tense
stiffened posture
Raised or harsh voice
Angered tone
Quickening of speech
Tightening of the jaw
Use of negative words - not, didn't, can't, won't,
Unusual moodiness and poor attitude
Showing signs of impatience
tapping of fingers

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Question 8: Why should conflict be dealt with in the early stages?
All conflict situations are different but they each typically follow a set flow of severity. Mostly,
conflict starts from a small event but if it is not dealt with effectively, it can escalate to a crisis
point. This should be avoided as it is much harder to work through issues once they reach crisis
point

Question 9: List the 5 stages and signs of conflict according to the Conflict Resolution Network Australia?
Stage 1 - Discomforts
Perhaps nothing is said yet. Things don't feel right. It may be difficult to identify what the
problem is. Do you feel uncomfortable about a situation, but not quite sure why?
Stage 2 - Incidents
Here a short, sharp exchange occurs without any lasting internal reaction. Has something
occurred between you and someone else that has left you upset, irritated or with a result you
didn't want?
Stage 3 - Misunderstandings
Here motives and facts are often confused or misperceived. Do your thoughts keep returning
frequently to the problem?
Stage 4 - Tension
Here relationships are weighed down by negative attitudes and fixed opinions. Has the way you
feel about and regard the other person significantly changed for the worse? Is the relationship
a source of constant worry and concern?
Stage 5 - Crisis
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
relationship, leaving a job, violence?

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Question 10: When faced with conflict typical human behaviours include 3 tactics. Provide 4 examples of what
this could include for each tactic?
1. Avoid the situation 2. Defuse the situation 3. Face the situation
Deny the conflict exists Smooth things over Admit the conflict exists
Avoid the people involved Delay dealing with the issue Raise the issue Confront
the situation
Keep the problem to Downplay significance
yourself Deal with the situation
Focus on minor aspects
Sulk instead of major aspects

Suffer in silence

Checkpoint 3
Question 11: Provide 5 examples of why 1 or both parties involved in a conflict might not be interested in
reaching a solution?
1. Resentment - personal dislike and mistrust
2. Jealousy - one person may be in power or has gained more than the other
3. Enjoyment of conflict - trying to get under the skin of the opponent
4 Need for apology - too proud to take a step
5. Principles - if major belief is affected

Question 12: Which are the 5 conflict resolution techniques used with the “TKI” tool? When the “Competing”
technique is usually applied?
1. Competing
2. Accommodating
3. Avoiding
4. Compromising
5. Collaborating

Competing (high assertiveness/low cooperation) is used when quick action is required: emergency
situations, dealing with intoxicated or violent persons, etc.

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Question 13: If you are involved in a conflict situation, what actions should you take in order to resolve the
issue?
If you are involved in a workplace conflict situation, you should take the initiative and
begin dealing with the situation. Remember that unresolved conflict can soon escalate
out of control. What could have been addressed quite simply may turn into a volatile
situation. Suggest to the other parties involved that you would like to meet and discuss
what is going on. Find a location in a neutral place, such as a private office or
back-of-house location. It may be a good idea to take your conversation offsite to a
nearby café or similar. If the conflict situation is to be fixed,both parties need to
participate in the process.

Question 14: How do communication skills affect conflict resolution?

Effective conflict resolution relies heavily on communication skills. As you've heard before:
"it's not what you say, it's how you say it!". Be extremely careful regarding your
communication style and how it may be received by others. 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 private area to minimise the impact on other people

Question 15: What is the difference between assertive and aggressive behaviour? Provide 2 examples for each?
Assertive behaviour acknowledges and respects the rights of each conflicting party and accepts
that there may be differences of opinion. Assertive people are generally comfortable within
themselves and with others. Aggressive behaviour is very different. Aggressive people have to
win at all costs and do so through intimidation or demanding behaviour.
Assertive person: States their opinions tactfully
Is respectful of others
Focuses on mutual solutions
Aggressive person: Favours their own opinions
Attacks or disregards other viewpoints
Focuses on winning

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Question 16: How can the emotional state of a person affect how a conflict is handled?
An issue can engage all your thoughts and emotions and prevent you from rationally, objectively
and calmly analysing the core problem. How you handle conflict can be influenced by your
emotional state.
Unmanaged emotions impede conflict resolution as the attention is usually diverted to the
emotion rather than the issue. If someone is screaming and shouting, then the conflict will be
escalated, rather than resolved. If emotions are allowed to take control of the conflict situation
then it becomes increasingly unlikely it will be resolved. Staying calm and objective is a much
better option.

Question 17: List 6 key points which can help to manage emotions effectively?
Remaining calm, polite and professional, Not retaliating, taking a deep breath, Talking
constructively to someone else, writing things down, thinking before you speak, Taking time out,
calming down, accepting what is - concentrate on things you can change, Focusing on a positive
outcome

Checkpoint 4
Question 18: Why should you encourage all parties involved in conflict to express their views?
Encourage a fair discussion by only allowing one person to speak at a time, without interruption.
Have participants put forward their points of view. This will forge an open and honest forum.
Listen intently to what everyone has to say. Be empathetic and avoid becoming defensive. The
facts should be expressed accurately and clearly using I statements. It may be necessary to write
things down. It is important to concentrate on the issues and not be distracted by emotions and
feelings. You should ask questions to clarify any misunderstandings

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Question 19: What is empathy? What does this involve when dealing with conflict?
Empathy is our ability to see or feel things from another person's point of view. It is different to 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 active listening helps you to develop empathy. Using empathy in conflict situations enables you to:
act more professionally; understand situations more clearly; instil confidence that a solution can be
reached; and encourage working relations. Take people seriously
1. Value and respect others
2. Employ active listening skills
3. Show interest
4. Encourage further/deeper clarification
5. Reserve your judgement
6. Use open body language

Question 20: Conflict has the potential to be disruptive to a workplace and impact on both colleagues and
customers. List 5 approaches which can help to minimise impacts of conflicts?
1. If there is an immediate conflict occurring then you must try to defuse the situation quickly to minimise
the impact on the rest of the workplace.
2. Move the parties involved to another location.
3. Stopping the initial situation like e.g. an argument allows the workplace to return to a less heightened
state, which is good for everyone involved.
4. Longer term conflict can weigh heavily on a team environment and become highly destructive. It is
therefore essential to find a resolution in the early stages to prevent escalation.
5. Customers are generally quite astute and can pick up on disgruntled employees and conflicts in the
workplace. If a conflict is ongoing then your staff are making a negative impression on all customers, they
deal with.

Question 21: Provide 3 examples for potential implications for employees and employers as a result of conflicts
that include bullying, harassment or lead to harm of staff?
1. Employers have a duty to provide a safe work environment and if failing to do so and found
guilty are liable to prosecution or fines.

2. Employees could be found guilty if failing to take reasonable care for the health and safety of
others.
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3. Ongoing workplace conflict can severely affect a business' reputation, particularly if customers
view the business as being unfair or worse to their staff which will result in lost custom.

Question 22: What is active listening? What would this require from you when dealing with a conflict situation?
1. Active listening is the term used to describe how the receiver can clarify any confusing details
in the message and the sender can ratify the message.
2. Effective listening requires the receiver to absorb the message correctly and then interpret
the intended meaning.
3. The speaker needs to observe the verbal and non-verbal responses of the listener to
determine whether the message has been understood.
4. Active listening requires you to wait until the speaker has finished, weigh up your response
and then reply.
5. Active listening is extremely important during times of pressure, e.g. during meal service,
during peak guest check-in times, or when dealing with an unhappy customer.
6. Clear communication with colleagues and customers boosts efficiency and builds stronger
team spirit.

Question 23: Provide 5 examples of open body language?

1. Facing the speaker
2. Hands by your side
3. Relaxed posture
4. Strong eye contact
5. Nodding, providing feedback

Checkpoint 5
Question 24: What needs to be done once all parties have had an opportunity to forward their concerns?
The next stage is to clarify and summarise what has occurred. Try to distinguish the root cause
of the problem and whether there are other issues surrounding the situation. Are there any
extra contributing factors? Break the problem down into smaller chunks if necessary. You may
need to gather additional information such as feedback from bystanders or colleagues, written
documentation, etc. Allow enough time for this process, as it is important to get all the
information correct.

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Question 25: How do organisational policies, procedures and constraints affect how conflict and complaints are
solved?
You must take into consideration organisational policies, procedures and constraints. There
may be a policy on exchanges and refunds, for example if a tour is cancelled, you may be
required to find an alternative date or similar service. Problems may arise, e.g. differences in
cost and lack of availability of suitable replacements. If in doubt, you should consult with your
supervisor or manager.
Some conflict situations will need to be escalated or referred to other parties. Often the first
option you have is to involve your direct supervisor or manager. Normally these senior staff
members have experience in dealing with conflict situations and will be able to take the correct
steps to resolve the situation. In larger organisations, you may need to refer the matter to the
HR department, or even a workplace counsellor.
Whatever the situation, it is essential that you follow your organisation's policies and
procedures. Otherwise you may find yourself in a difficult situation - and make the conflict
worse.

Question 26: Once you have found a resolution for a conflict what needs to be done to make it effective?
When a solution has been decided on, plan together how to best implement it and put systems
in place to monitor how it is progressing. You may need to use negotiation skills in order to
come to a compromise or agreement. Good communication skills are essential at this stage.
Sometimes the solutions put into practice may need to be re-discussed or adjusted. If so, the
problem-solving stage may need to be reintroduced.

Question 27: What is the purpose of mediation? When is mediation advisable?

Mediation is a process in which an intermediary (a 3 person) helps parties to negotiate a solution in a
dispute. The intermediary can act as an impartial referee as they are not involved in the issue. Mediation
is commonly used as a support mechanism for parties who are willing to come to a solution but have not
been able to achieve a desired resolution on their own. In a workplace situation, mediation is advisable
when communication has broken down or when it is important to preserve relationships. Mediation can
help the parties to rediscover common links in the relationship rather than focusing on the differences.
The mediator needs to build trust, be professional and use excellent active listening skills.
Additionally, they need to: have a strong belief that the people involved in the dispute can solve their
problem; have the relevant information needed for the process; be able to keep the process flowing;
remain neutral and in control.

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Question 28: What are the organisational and legal requirements for documentation of conflicts? Why is
documentation important?
Depending on the situation and seriousness of the conflict, it may be necessary to document
the conflict and the resolution process. This may be necessary for legal compliance or simply as
an established business policy, so that there is documentary evidence of the conflict resolution
attempts in case the situation worsens.
Commonly, issues are reported in an incident report and kept in the employee's file. 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. Make sure that all documentation is completed very soon after the
process, so that all details are clear and accurate.

Checkpoint 6
Question 29: What are the steps for resolving a customer complaint? What does this involve?
1. Listen - use active listening and questioning techniques to find out details of the complaint
2. Understand - use empathy to understand the problem and summarise and paraphrase the
complaint so that the customer is sure you understand
3. Respond - if appropriate, apologise for the situation and propose a solution to the problem
4. Act - ensure that the proposed solution is followed through
5. Follow up - inform the customer of the results so that they know the situation has been dealt
With

Question 30: Provide 5 examples of dangerous or threatening conflict situations?

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 1.People who appear violent or threatening
2. Intoxicated or drug-affected patrons
3. People with guns
4.When someone has been injured
5.When patrons refuse to leave or be pacified

Question 31: Which actions should you take if you encounter a dangerous conflict situation?
If drugs or alcohol are involved, state clearly what the desired behaviour is and, if needed, get
assistance to remove the person. This may involve asking your manager for help or calling security
or the police. This can also apply to a workplace conflict that gets out of hand.
TH&E business have procedures for dealing with dangerous and threatening situations, which
vary between businesses. The exact nature of the dangerous situations vary, as do appropriate
responses. Housekeeping staff are commonly trained to lock themselves in a room in the event
that a visitor goes crazy. It is a requirement to provide information and training for dealing with
emergency and other procedures

Question 32: What is the procedure for evaluating conflict resolutions effectively? What are the steps to
consider?
It is good practice to analyse your conflict resolutions and evaluate their success. This provides
an opportunity for all parties involved in dealing with the conflict to think about the process and
whether the outcomes have been successful. If some parties are still unhappy or the matter has
not been completely resolved, then further steps must be taken.
Evaluation steps are:
1. Seeking and providing feedback on the incident from all parties concerned
2. Evaluating and reflecting on what happened
3. Judging the effectiveness of the solution
4. Addressing the causes, providing suggestions for improvements
5. Serious incidents must be recorded and filed

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Question 33: What is a grievance and how must a grievance be dealt with to meet legal requirements?
Ongoing workplace conflict can severely affect a business' reputation, particularly if customers
view the business as being unfair or worse to their staff which will result in lost custom.
If conflict resolution fails then either or both parties may choose to submit a formal complaint,
either verbally or in writing, to their supervisor, manager or Human Resource department. This is
referred to as a grievance. Once a complaint has been lodged formally, the grievance must be
dealt with in a particular manner.
Workplaces grievances are usually lodged as a result of unfair treatment in the workplace, such
as discrimination, sexual harassment or bullying. They may also relate to workplace rules, work
assignments and performance appraisals.
It is important that businesses ensure that grievances are handled properly and quickly. Failure
to do so could have serious legal consequences for the business and its management.
Under federal and state legislation, such as anti-discrimination, EEO and WHS, employers have
a legal responsibility to ensure that workplaces are safe from harm, including psychological
hazards. Bullying, harassment and discrimination are all considered psychological injuries. An
employer can be held liable for any unlawful workplace behaviour unless they can prove that all
reasonable steps have been implemented to avert unlawful behaviour. That is why record-
keeping is necessary.

Question 34: How can a business ensure that all reasonable steps are implemented to avert unlawful behaviour?
1.Implement a code of conduct outlining what is and is not acceptable behaviour
2. Take proactive steps to prevent antisocial behaviour
3. Implement a complaints/grievances procedure
4. Take appropriate action to deal with grievances in a timely manner

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