1. Todays Topics: Clients, Complaints & Conflict
INTRODUCTION:
In professional accounting practices “clients” (sometimes known as customers depending on the industry) are the reason the organisation exists – no clients no practice! Clients purchase an accounting practices’ “services”. The way an organisation treats its clients is a reflection of its client service professionalism, and ultimately is directly expressed by its profitability or lack thereof. Commitment to client/customer service is reflected at an organisational level through client service policies, procedures and training of staff. At an individual level it is revealed in the attitude and behaviour each employee displays towards the clients they serve. Clients’ rights are also supported by legislation, dispute resolution services, and consumer protection groups.
This module explores client service, conflicts that arise in a practice and complaints from angry clients culminating in the decision or not, to turn to meditation for a final resolution.

2. Todays Topics What is a Client? Why Do Clients Complain?
Can Complaints be a Positive Thing?
How to Effectively Handle Client Complaints
Some Do’s and Don’ts
Case Study
What is Conflict
What is Conflict Management?
The Causes of Conflict
How Do People Deal With Conflict?
Advantages & Disadvantages of Conflict
Mediation – Helping People Resolve Conflict
The first half of today looks at The Client and Complaints
The second half of today looks at Conflict and how to deal with that.

3. What is a Client?
A client is a person or an organisation that purchases your services.
In an accounting practice, who are clients, what role do clients’ play, what is meant by working with clients and client service?
It is mandatory that every person and business in Australia that derives an income must put in a yearly tax return. Accountants are the recognised professional experts who are highly trained in this work. People who do not prepare their individual and company tax returns turn to accountants to do this for them. All tax returns must be prepared in accordance with the Australian Income Tax Assessment Act 1997 (Cwth) legislation and guidelines strictly set down under the act which governs the Australian Taxation Office [ATO]. If a person goes to an accountant who is a registered Tax Agent for tax work, that accountant must put that person on their tax list and register them with the ATO. On lodgement of a completed taxation return accountants then charge a fee to that person for doing their tax work and that person is deemed as their client.
Accountants, by the very nature of their work are placed in highly privileged positions. They hold a person’s complete trust, as they are privy to the most private details of their clients’ financial status and can access their clients’ accounts. The community tends to regard accountants as professionals who command the utmost trust, and people give their trust to accountants from their initial meeting. This trust must be preserved at all times. If this trust is violated (broken) by fraudulent dealings, undertaken by an accountant, that accountant is dealt with severely by the Australian justice system. Police arrest and charge the suspected person with possibly a number of criminal offences. If the charges are proven they are prosecuted and if found guilty and convicted, may receive a custodial sentence and be sent to prison. There are always a number of accountants in prison for misbehaving in this manner.
Accountants can be charged with a variety of illegal activities under both state Criminal Codes and Federal law ie via ASIC and Corporations Act 2001 violations. It is well to note that any accountant who is charged and convicted of a fraudulent crime is given a much harsher sentence than a non accountant because the justice system deems the accounting profession is in a privileged position of trust.
Clients purchase an accounting practice’s services. Many people falsely believe that accountants work solely in the area of the preparation of taxation returns. This common belief may have been brought about because everyone earning income has to put in a return. However tax return activity is only a part of what an accountant does for their clients. Clients and accountants need to work together. If an accountant only did returns they would not survive and neither would their clients as there are more than tax returns needed to run a successful business. Today businesses require a broad range of professional business services as they grow and mature. Therefore accountants need to have services available to match their clients’ needs as their businesses grow and work with their clients as and when they need these services. This ensures that both parties can work together and the accountant is aware of what services will be required concerning that particular business in time to come. That client will stay, trust and grow with that practice for many many years as long as that practice nurtures its relationship with that client and the client believes that their needs and expectations are being met. Excellent accountants will assist clients to grow their business from the very beginning to the time of their retirement.
Providing excellent client service should be an underlying principle of an organisation’s operations. What clients expect is excellent client service (or customer service) and that is why they will stay, complain or leave depending on how they rank the service they receive from their accountants. Client service – is the way in which clients are treated by an organisation and its staff. It may be spelled out in a formal policy, and enacted in the way in which staff deal with each individual client. It is also supported by legislation and the regulations of the sector. In other words, client service operates at four levels:
• Federal legislation (government) – laws (eg Competition and Consumer Act 2010 (Cth)) and regulators (eg Australian Competition and Consumer Commission (ACCC)) are designed to protect the rights of consumers.
• Codes of practice (industry) – codes designed by professional bodies eg CPA, CA etc for their members to maintain high standards of service;
• Policy (organisation) – the actual organisation’s policy and procedures for dealing with clients;
• Personal (individual) – the staff who deal directly with clients, and other staff who support these client service functions.
Good client service at an organisational level includes:
 Understanding and exceeding clients’ requirements and expectations, regarding for example:
• Reliability and range of services eg taxation as well as estate planning, accounting advice, setting up of new companies, investigating take-overs;
• Quality of after sales service eg contacting clients to see if there is anything they require assistance with during the year;
• Competence, efficiency and promptness of the service provided by staff eg getting all matters lodged on time ie tax returns, ASIC secretarial documents;
• Provision of adequate information about the product or service eg advising clients of your superannuation services, or financial planning if you have the licences;
• Being aware of the needs of your clients. In other words, growing your services to match the needs of your clients as they grow from small business requiring basic services to a larger organisation requiring a more complex range of services;
• Convenient trading hours eg many clients may not be able to see you during working hours so you may need to see them after or before;
• Pleasant professional environment – eg neat, tidy and clean boardroom or meeting rooms.
 Ensuring staff are competent and knowledgeable about their organisation’s services and that they provide sound, accurate and professional advice to clients, based on their level of competency within the organisation. It is imperative that staff are aware of what advice they can legally give to a client and advice which they must never give under any circumstances unless fully registered and licensed. Eg. Currently an accountant who is not a trained and fully registered financial planner is legally forbidden to give investment advice. (However, there are some moves to allow accountants to give certain advice in this arena so you need to watch your professional bodies eg CPA, CA etc as they will keep you informed about this.)
 Training staff in client service
 Backing up the service with efficient and effective procedures for handling routine and non-routine transactions, including complaints
 Making it clear to clients that they are important to the organisation, and building this commitment into the organisation’s policies
 Being reliable – following up on actions promised or agreed upon.
It is easier (and cheaper) for an organisation to maintain its current client base than to lose them and then try to entice them back or to attract new clients. In business, an organisation will keep its clients only as long as it continues to provide them with what they need, at the right price and in a timely manner. In most situations, there are plenty of other organisations ready to take a client who is not satisfied with your organisation’s services. Excellent, professional service can make the difference between a person choosing to remain with your organisation or going elsewhere. If the services of two businesses on offer are of a similar nature, quality and price could be the deciding factor as to whether clients stay or go to your competitor.
It is well known that happy clients will tell others and bring more clients to your practice. Satisfied clients are your biggest marketing tool, as they often generate more clients to your organisation. Word of mouth is a very powerful source of new business. Likewise, an unhappy client who has received poor service may spread the word equally as well.

4. What is Client Service? It is how your organisation and its
staff treat clients
It Operates at four levels:
legislative (government),
codes of practice (industry),
policy (organisation) and
personal (individual)
What is client/customer service?
• A client is a person or an organisation who purchases your services. A client can be internal or external.
• Client service is how your organisation and its staff treat clients.
• Client service operates at four levels: legislation (government), codes of practice (industry), policy (organisation) and personal (individual).
• At an organisational level, good client service includes: providing a service that meets or exceeds clients’ expectations; ensuring that staff are competent and knowledgeable about the range of services the organisation provides; having suitable procedures in place for handling transactions, making it clear to the client that they are valued.
• When interacting with clients, use active listening skills, be courteous and professional, know your service and your organisation, and be willing to exceed expectations.
• Barriers to providing good client service can be created when the organisation’s policies, procedures and practices do not support each other.

5. Why do Clients Complain?
Fees too high
Standard of service expectations not met
The attitude of staff inappropriate
Incompetence of staff
Errors in processing accounting work
Staff giving inaccurate information
Delays in preparation
Penalties from the ATO or ASIC
Bad advice caused a business calamity
Build up answers on White Board.
Why do clients complain? Complaints are received by: phone, correspondence or face-to-face.
CRISIS MANAGEMENT – DIFFICULT CLIENTS:
All organisations, from time to time, experience difficult or angry clients and their complaints. Client complaints are many and varied and in an accounting practice they are often associated with the following:
• Fees are too high and not justified
• The standard of service being below the level expected, promised or advertised by the organisation
• The attitude of staff being below standard or inappropriate (eg staff late for appointments/meetings, inattentive, rude etc)
• Incompetence of staff (eg messages not being passed on or inaccurate messages, callers being put through to the wrong person/department)
• Errors in processing accounting work (eg misinformation, errors in income tax returns, numerous income tax return amendments)
• Staff giving inaccurate, incomplete or misleading information
• Delays (eg the preparation of returns took a long time, the setting up of company trust structures took longer than advised, problems were resolved too slowly, no one got back to a caller when they promised, phones not answered promptly, clients incurred late lodgements fees due to delay by accounting firm to lodge returns etc)
• They received penalties from the ATO or ASIC and it was not their fault
• Bad advice caused a business calamity
• Incorrect documentation for company trust structures meant litigation which was not their fault
• Many other major and minor issues eg service too slow, not enough information given out, accountants not experienced in the area required, etc.
Clients may complain in person, by phone or in writing. They might do it confidentially, or in front of other clients. They might even voice their complaint on a current affairs programme on television or possibly worse social media where the complaints stay forever. If they don’t receive satisfaction from the organisation itself, they might go to an ombudsman or some other consumer complaints authority for example the state’s Civil and Administrative Tribunal [CAT].
It is the way these difficulties are handled by the organisation that is the most relevant to the best outcome for all concerned.
Losing clients means losing a lifetime of business and often unpaid hours of work invested in that client. It could also mean losing the potential business of that client’s family, friends and business colleagues, together with all the other people they would otherwise have recommended to your organisation. If a mistake is made or something goes wrong, your organisation can still retain its clients’ respect and business by demonstrating its willingness to rectify errors, and proving that it cares about the needs of its clients – that is, by staff handling complaints competently and with genuine concern for the well being of the client. Remember we are only human we all make mistakes (including clients!!) - it is the way we identify these mistakes, handle and rectify them that is the important issue at hand.

6. Can Complaints be a Positive Thing?
They are a valuable form of feedback.
May show where weaknesses lie.
May provide an opportunity for improvement.
Why are complaints considered in a positive light?
Complaints are a valuable form of feedback about the organisation’s services. They may show where its weaknesses lie and provide an opportunity for rectification and improvement. Complaints can be considered a positive win-win situation, depending on how an organisation is prepared to view this part of business. However, be aware that most people do not complain when there is something wrong with a service – they simply don’t go back which can devastate a business, as they tell everyone else but the business what caused their move to another organisation. Many people believe that it is just not worth the trouble of complaining. They can’t be bothered dealing with a company that does not deliver. It may also take courage and a good deal of assertiveness to speak out and complain, particularly if the problem is complicated. Under these circumstances, the client risks being treated rudely or considered a nuisance or a troublemaker.
So remember, someone complaining to your company can actually be doing you a favour and a positive service, by letting you know where your organisation needs to make improvements – and by so doing this could save it from losing more clients. There is a saying that some businesses have pinned up on their walls: If you are happy with our service tell your friends, if you are unhappy with our service tell us!
An organisation that deals effectively with client complaints will:
• Have established policies and procedures for handling complaints
• Train staff in handling complaints
• Deal immediately with complaints when they are received
• Make the complaints process easy for clients
• Review its complaints records regularly (see your State’s Consumer Affairs).

7. How To Effectively Handle
Client Complaints
An organisation that deals effectively with client complaints will:
Establish policies and procedures
Train staff in handling complaints
Deal immediately with complaints - Don’t Delay!
Make the complaints process easy for clients
Review its complaints register regularly
What is the best way to handle a client’s complaint?
If you receive a complaint from a client, by taking action to remedy it you demonstrate to the client that you value their custom and provide a model for other employees to follow. As a general rule, use a problem solving approach to help resolve complaints. It is a positive step if you include the client in the problem solving process, and get their agreement on how to resolve the problem.
Keep a record of all complaints, with follow up action also recorded. Your organisation might have a complaints register. Check with your organisation to see if it has one. Before trying to solve a problem, however, be clear on your own level of authority, so you can decide whether you are the one who should endeavour to resolve this problem, or whether someone else is better placed (or more qualified) to do so. There is no point in promising to fix a problem if you do not have the authority or resources to follow through.
The basic steps to follow in the decision making process in handling a client complaint are as follows:
1. Listen to the client. Reassure them that you are listening and that you need them to give you as much factual information as they can so that you may address the problem. Take comprehensive notes and record the details in the complaints register (if there is one) or on the client’s file.
2. Once you have all the information that the client can give you to the best of their ability, thank them politely and advise them that you will get back to them within the next 24 hours with an update.
3. Then, if necessary, check with the relevant staff or files to get information to assist you in establishing the facts of the complaint from your organisation’s view point.
4. You need to write up this information and take it to your manager/boss in order to ascertain whether you are the person with the authority and/or experience in order to resolve this situation or whether someone else should handle this matter from this point onwards.
5. If it is going to take some time to resolve the problem, let the client know this within the 24 hour promise to contact them back.
6. If the complaint needs to be referred on, provide full details for the other staff, and let the client know that you have passed the matter on.
7. If you handle the complaint yourself, use a problem solving approach to develop options. Consider other factors such as company policy and procedures for complaints, the cost and practicality of possible solutions, the fairness of the solution. Of course you have spoken to your superiors who have worked along side you with this matter.
8. Discuss or negotiate with the client to select the best option.
9. Advise the client of the action you intend to take and get their agreement.
10. Implement the action agreed on. If other staff are involved, let them know what action they need to take.
11. If you passed the matter on to other staff, check with them that they have taken action.
12. Contact the client and check that they are satisfied with the outcome. If they are not, refer the complaint to your manager. (In extreme cases, the client might take their complaint to a consumer affairs organisation or ombudsman.)
13. Record the outcomes in the complaints register or on the client’s file.

8. Some Do’s and Don’ts When handling Client Complaints
These are from the Notes on Page 8 - Use whiteboard to build up or just refer to notes and discuss – it’s a long list so just pick out a few to expand upon. I’ve only put a handle on each slide.
DO-S and DON’TS in handling complaints:
DO-S:
When a client contacts you with a complaint:
• Maintain a courteous, calm, polite and professional manner towards them at all times.
• Identify yourself politely.
• Listen actively. As your role is to obtain the facts so ask questions to get the information you require.
• Check your understanding of the details of the complaint with the client.
• Try to understand the client’s situation and feelings – see it from their point of view.
• If they are very emotional and upset say you are sorry to hear that they are so upset and that you will do your best to have this matter resolved as quickly as possible.
• Assure the client that you will follow up on the complaint.
• Know or find out your organisation’s policy and procedures relevant to the complaint.
• Follow your organisation’s policy and procedures for dealing with complaints.
• Keep the client informed of progress.
• Record all details of the complaint – write everything down on the file.
• You must seek advice from your supervisor, or pass the complaint on to the relevant person.
• After a full investigation has been carried out, with your superiors’ knowledge and assistance your superiors may decide that the complaint is justified or unjustified and they may instruct you to advise the client accordingly. Be very careful of how you do this.
• If a mistake has been made apologise for the inconvenience that this glitch has caused. Based on the instructions given to you by your superiors as to what rectification has been decided upon, pass that on to your aggrieved client. Please do not apologise for the mistake and never admit it from that point of view as you are admitting liability and that may mean that you will cause litigation for the firm – be guided in this by what your superior advises as to admission of guilt.
• When you decide on an action, check with the client that the action you are going to take is suitable for them.
• When you act, do so promptly.
• Follow up with the client on the action you have taken (or other staff have taken).
• If the complaint is a significant one, keep your supervisor or manager informed.
• Advise other staff involved.
DONT’S:
Some things to avoid when handling complaints:
• Don’t take the complaint personally.
• Don’t apologise for the complaint and accept blame on behalf of the company as it may not be the company’s fault and it often isn’t.
• Don’t blame others for the mistake.
• Don’t immediately blame the client – eg you didn’t follow our instructions to forward all the material for your returns on time. Never blame the person always attend to the issues.
• Don’t leave the client dangling – keep them informed of what you are doing and how long it will take.
• Don’t hide – eg don’t say “Sorry the person in charge is not available” or “We can’t help you right now”.
• Don’t make excuses or become defensive.
• Don’t interrupt the client or tell them to calm down, if they are angry.

9. DO-S: When a client contacts you with a complaint:
Be courteous, calm, polite and professional manner towards them at all times.
Listen actively. Obtain the facts - ask questions to get the facts.
Check your understanding of the details of the complaint
Show empathy – see it from their point of view.

10. DONT’S: Some things to avoid when handling complaints:
Don’t take the complaint personally.
Don’t apologise for the complaint and accept blame
Don’t blame others for the mistake.
Don’t immediately blame the client
Don’t interrupt the client or tell them to calm down, if they are angry

11. CASE STUDY Read The Class Activity
Give out the case study handout (Dr Lui) CLASS ACTIVITY: Page 15 of the Notes.
Get Students into small groups of 4 and tease this case study out, and select a spokesperson to read your final report to the class, or do this individually. Your task is to review the material and write a report on how you would handle an angry client who contacts you by telephone with a litany of complaints. Here is the case study: (30-40 mins)
Dr Roger Liu is a large client of your small suburban practice. He has his personal tax and that of his four entities, as well as his wife’s and three adult children’s tax work and consulting work with your firm. He has been a loyal client of yours for 10 years and always pays his account on time. You have never had a complaint from him before. However, he rings up and you answer the phone. He does not realise this but you were a junior accountant who did much of his work and he is very very angry and states the following:
“How dare your organisation charge me such high fees for such appalling and inaccurate work and service. When my returns were sent to me for signing I discovered a number of mistakes and rang your office accordingly. The person I spoke to said she had taken all the information down and would pass it on. This obviously did not occur as you sent out the same returns, with the same mistakes, for signing a second time! Accompanied by an even larger account, which I refuse to pay! Not only that, she was rude and uncaring on the telephone. I felt that she was distracted and that she could not care less and certainly wasn’t interested in my work. She promised that the accountant would get back to me within 24 hours. This was three weeks ago! I rang during this time and left messages but no one responded. I am now in a position where my tax returns will be late and I will incur penalties all due to your total and absolute incompetence and general disregard for my work. I want this resolved as a matter of urgency and then I am taking my work and that of my family’s elsewhere. It is obvious to me that you do not value my custom nor that of my families! Good bye!” Slam goes the phone
3C How is the best way to handle angry client complaints?
DEALING WITH ANGRY CLIENTS:
Different clients will react in different ways to a problem, depending on the personality and situation of the client, the severity of the problem and the inconvenience to them. A client might for example:
• Calmly explain the problem and give you a chance to fix it
• Become angry and vent their anger on you, then calm down and listen
• React out of proportion to the problem because they are already under stress from other factors in their life
• Make unclear or inaccurate statements in the heat of the moment.
When dealing with an angry client: (by phone or face-to-face)
1. Brace yourself. (Take a moment, a deep breath perhaps.)
2. Let them vent – they are angry and do not want to be interrupted or told to calm down so don’t interrupt them just let them go.
3. Get the facts – find out exactly what has gone wrong, and what it is the client wants you to do. Ask the client open questions as this will also help calm them down, as they must concentrate on recounting the information.
4. Take accurate notes as you are on a fact finding mission.
5. Verify what they have said.
6. Ask what they want done.
7. As before, do not apologise for causing the complaint, firstly you do not know whether this is correct and secondly you must never admit fault to a person under this type of stress as it can cause major problems. Certainly mention that you are sorry that they are so upset.
8. Advise the client that you will investigate this complaint with your superiors and relevant personnel and get back to them within 24 hours. Do not say that you will have it resolved by then, do not offer them a solution ie “we will discount you for 50% of your next consultation with our firm”, you do not have the authority, the full facts, nor do you know whether that is a policy of this firm.
9. Never ever promise a client that you will do something that you are not 100% sure that you can deliver.
10. Do what you have promised to do. As a young accountant please take the complaint and all relevant details to your superiors so that they can decide on the mode of action as they will know the client and also what has taken place. Be guided by their advice.
11. After the conversation, do something to help soothe yourself. Take a break, if possible, have a cup of tea, speak to a friend, go for a walk. Do not take this incident personally, it is a part of everyday business.
12. Follow up with the client afterwards in the time line you promised.
3E Dealing with aggressive or abusive clients:
If a client is aggressive, threatening or abusive:
• Do not return their aggression – stay as positive as you can while dealing with the problem.
• Stay as calm and rational as you can. People who feel they have to go on the attack to get what is their due will go in with fists flying. In this situation, often your calmness will take them by surprise and help them to calm down when they realise that you are not attacking in return and in fact are trying to help them find a solution.
• Maintain your dignity and stand up for your rights. If nothing you do or say reduces their aggression, tell them that you will speak with them at another time when they are calm. If you are on the phone and they have not calmed down, calmly tell them that you are going to put them on hold for a minute. Contact a superior and advise them about this situation and ask them to take the call. If they say transfer it to someone else then transfer it and let that person deal with this situation. However, if they say to you just handle it for the moment just take notes and tell the client that if they don’t calm down and stop abusing you, you will hang up. If they do not heed what you say then hang up. You do not have to accept abuse from anyone, no matter what the circumstances.
• Inform your supervisor of the incident.
• Afterwards, take a break if you can. Find someone you like and respect, or even just talk to someone pleasant for a few minutes, to remind yourself that the abusive behaviour of the client was the exception, not the rule. Do not take this personally.

12. What is Conflict? Definition of Conflict Conflict Management
Causes of Conflict
Advantages of Conflict
Disadvantages of Conflict
We are now going to explore the topic of Conflict. Prior to lunch we’ll look at:
Definition of Conflict
Conflict Management
Then after lunch we’ll look at
Causes of Conflict
Advantages of Conflict
Disadvantages of Conflict
Mediation
There’ll be a short quiz to finish off the day.

13. What is Conflict?
When 2 or more people have differences in ideas/views and are not ready to understand or accept each other’s ideas/views.
What is Conflict?
Ask for A definition – build up on whiteboard 10 minutes – try to draw out the point about the 2 sides not being ready to understand or accept each other’s ideas or views.

14. Conflict is characterized by the following:
Block another party from reaching his or her goals
Incompatible behavior
Conflict is characterized by the following: Ask them and build up on the whiteboard. 10 minutes
There is opposition to the idea of view
There is incompatible behaviour – examples – the silent treatment – non communicative
Antagonistic Interaction – being rude – borderline harrassment
Blocking them from reaching their goals – Deliberate provocative action eg failing to provide a service on time despite having had ample opportunity to do so.
Opposition
Antagonistic interaction

15. What is Conflict Management?
Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of non-productive escalation.
Conflict Management
Conflict might escalate and lead to non-productive results, or conflict can be beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is integral to a high-performance team.
Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of non-productive escalation. Conflict management involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment.
Conflict management is defined as “the opportunity to improve situations and strengthen relationships”

16. Causes of Conflict
In small groups discuss and identify some causes of workplace conflict
Group Activity
Have the students work in small groups to discuss and identify the possible causes of workplace conflict. Build up on the Whiteboard and then reveal the range of answers on the following six slides.

17. Mishandling conflict in the past
Miscommunication
Mishandling conflict in the past
Hidden Agenda
Causes of Conflict
Revenge
CONFLICT RESOLUTION – within an organisation and how does it arise?
How to avoid causing conflict [Ref: Flanagan and Jarvis (2011) pp ]
According to Flanagan and Jarvis (2011) where people are found conflict abounds. Organisations are no exceptions to experiencing conflict either. Most people believe conflict should be avoided at all costs. When the word “conflict” is mentioned one’s immediate attention turns to violence with a gun or knife ie a combatant situation which is terrifying. However, not all conflict is of a physical violent nature. In an organisation, as long as conflict is handled properly, (and is not of a combative nature), it can contribute significantly to a win-win situation to both personal and organizational health.

18. Fighting the “last war”
Personality conflict
Value differences
Causes of Conflict
Goal differences

19. Dishonesty
Boundaries
Negligence
Causes of Conflict
Need to be right

20. Causes of Conflict Ideological Differences Opinion Differences
Behavioural Differences
Causes of Conflict
Fear

21. Mishandling Conflict in the Past
Miscommunication
Mishandling Conflict in the Past
Hidden Agenda
Causes of Conflict
Revenge

22. Causes of Conflict Methodological Differences Substandard Performances
Lack of Cooperation
Causes of Conflict
Difference regarding Authority

23. Causes of Conflict Differences Regarding Responsibility
Competing over Resources
Causes of Conflict
Non Compliance with Rules & Regs

24. Ways People Deal with Conflict
There is no one best way to deal with conflict. It depends on the situation. The following are the major ways that people use to deal with conflict:
(WITHDRAWING)
The Turtle
The Shark
(FORCING)
The Teddy Bear
(SMOOTHING)
(COMPROMISING)
The Fox
(CONFRONTING)
The Owl
These next 5 slides go through the typical ways people Deal with Conflict depending upon the situation.
You could ask students do they relate to the types or perhaps ask the students to consider the best time to use each type.
Let us look at each in detail.

25. Ways People Deal with Conflict
The Turtle (WITHDRAWING):
Turtles withdraw into
their shells to avoid
conflicts. They give
up their personal
goals and
Relationships.
(WITHDRAWING)
The Turtle
The Turtle (WITHDRAWING):
Turtles withdraw into their shells to avoid conflicts. They give up their personal goals and relationships. They stay away from the issues over which the conflict is taking place and from the persons they are in conflict with. Turtles believe it is hopeless to try and resolve conflicts. They feel helpless. They believe it is easier to withdraw (physically and psychologically) from a conflict than to face it.

26. Ways People Deal with Conflict
The Shark
(FORCING)
The Shark (FORCING):
Sharks try to overpower opponents by forcing them to accept their solutions to the conflict.
The Shark (FORCING):
Sharks try to overpower opponents by forcing them to accept their solutions to the conflict. Their goals are highly important to them and relationships of minor importance. They seek to achieve their goals at all costs. They are not concerned with the needs of others. They do not care if others like or accept them. Sharks assume that conflicts are either won or lost and they want to be the winner. This gives them a sense of pride and achievement. Losing gives them a sense of weakness, inadequacy and failure. They try and win by attacking, overpowering, overwhelming and intimidating others.

27. Ways People Deal with Conflict
The Teddy Bear (SMOOTHING):
For teddy bears, the relationship is of great importance while their own goals are of little importance
The Teddy Bear
(SMOOTHING)
The Teddy Bear (SMOOTHING):
For teddy bears, the relationship is of great importance while their own goals are of little importance. Teddies want to be accepted and liked by other people. They think that conflict should be avoided in favour of harmony and that people cannot discuss conflicts without damaging relationships. They are afraid that if a conflict continues, someone will get hurt and that could ruin the relationship. They give up their goals to preserve the relationship. They like to smooth things over.

28. Ways People Deal with Conflict
The Fox (COMPROMISING):
Foxes are moderately concerned with their own goals and their relationships with others.
(COMPROMISING)
The Fox
The Fox (COMPROMISING):
Foxes are moderately concerned with their own goals and their relationships with others. They give up part of their own goals and persuade others in a conflict to give up part of theirs. They seek a conflict solution in which both sides gain something - the middle ground between two extreme positions. They compromise; they will give up a part of their goal and relationship in order to find agreement for the common good.

29. Ways People Deal with Conflict
(CONFRONTING)
The Owl
The Owl (CONFRONTING):
Owls highly value their
own goals and
Relationships.
The Owl – Confronting
They view conflicts as problems to be solved and seek a solution that achieves both, their own and the other person’s goals. Owls see conflicts as a means of improving relationships by reducing tension between two people. They try to begin a discussion that identifies the conflict as a problem to be solved. By seeking solutions that satisfy everyone, owls maintain the relationship. They are not happy until a solution is found that both satisfies everyone’s goals and resolves the tensions and negative feelings that may have been present.

30. Advantages of Conflict
Diffuses more serious conflicts
Stimulates search for new facts or solutions
Enhances relationships
Build up on Whiteboard – then debrief.
I know “enhances relationships” sounds weird but remember if people who were once great friends are suddenly in conflict it could be the end of a great relationship over something simple, so perhaps by resolving the minor matter they can build a stronger bond.
Increases cohesiveness

31. Disadvantages of Conflict
Time consuming
Disrupts progress/ problem solving
Detracts from job at hand
Keeps people apart; if unresolved
Build up on whiteboard then debrief
Poor quality, lowers productivity
Reduces team effectiveness

32. What is Mediation?
To act between Parties with a view to reconciling differences
What is Mediation, how is it used and what outcomes can be expected?
How to Mediate in a staff dispute [mediate = act between parties with a view to reconciling differences]
When disputes in the workplace get out of hand, and conflict occurs between two employees, it must be acted upon quickly. If not, the workplace can be significantly disrupted, as this type of activity negatively impacts on staff harmony and effectiveness, if left to fester.
A mediator ie third party who is not involved in the dispute needs to be brought in as an intervention mechanism between the two disputing parties. This person may be the manager or another person of authority within the organisation who is not involved in the dispute.
The mediator needs to meet individually with both parties in order to find out what issues and concerns are involved in the dispute from each side’s point of view. The mediator’s aim is to resolve these issues in order to establish a better working relationship between these two parties.
Mediators do not judge who is right or wrong, nor do they take sides. Their role is purely as a catalyst [ie resolving this issue without taking sides] to help the parties generate a solution for themselves with which they are both comfortable and to which they can both commit.
Mediators bring the issues out into the open for example:
They may ask each person to explain the dispute from his or her perspective— without interruption, encouraging open and honest expression. After each has concluded, they then summarize the facts (not the emotions) of what was said by each party. The mediator would then confirm with each party that their summaries are accurate and make any necessary adjustments.
Because a mediator is not directly involved, they are in a strong position to help both individuals see the conflict as a difference of issues rather than personalities. They can separate the people from the problem. Only when the issues have been isolated will both parties see the conflict as a shared problem that will require the cooperation of both to resolve.
Having pinpointed the real issues fuelling the dispute, a mediator encourages both parties to identify possible solutions to the conflict. Mediators must resist the temptation to put forward their solutions or to evaluate their suggestions. Instead, a mediator must challenge both parties to consider what they want to see occur in the future rather than allow them to dwell on the past. If the process is in danger of bogging down, a mediator may lead with ‘Let me offer a suggestion...’ or ‘Why not consider trying...?’ A good mediator will continually express their pleasure at any shift towards a resolution to the dispute.
The mediator will write down solutions or areas of agreement as they are mutually accepted. And will ensure that this record of agreement is clear and concise, and that both parties have a mutual understanding of what each is promising to do to resolve the conflict. Finally, the mediator will congratulate both individuals for their ability to resolve the dispute cooperatively and productively.
While agreement is a major achievement, implementation is the key to success or failure. In conclusion the mediator may discuss how the situation might be reviewed over an agreed period with the parties to ensure that the agreement remains on track.
Mediation ground rules
If you are ever involved in a mediator session in your organisation there are some ground rules to consider. Make the mediation process easier for all concerned by having all parties agree to stick to these three rules:
1. When decisions are made, anyone affected by the decision is involved in the decision making.
2. Resolution of any issue is sought only after all the relevant information has been exchanged and understood by all parties.
3. Problems are stated as common goals, without blame or criticism or demand.
References:
Flanagan, N., & Finger, J. Handling Conflict, Book 6 E-Book for Managers.
Flanagan, N., & Finger, J. (2011) The Management Bible, Plum Press, Toowoomba Qld.
Waters, Kay Working In the Financial Industry, 2010

33. What is Mediation?
This person may be the manager or another person of authority within the organisation who is not involved in the dispute.
What is Mediation, how is it used and what outcomes can be expected?
How to Mediate in a staff dispute [mediate = act between parties with a view to reconciling differences]
When disputes in the workplace get out of hand, and conflict occurs between two employees, it must be acted upon quickly. If not, the workplace can be significantly disrupted, as this type of activity negatively impacts on staff harmony and effectiveness, if left to fester.
A mediator ie third party who is not involved in the dispute needs to be brought in as an intervention mechanism between the two disputing parties. This person may be the manager or another person of authority within the organisation who is not involved in the dispute.
The mediator needs to meet individually with both parties in order to find out what issues and concerns are involved in the dispute from each side’s point of view. The mediator’s aim is to resolve these issues in order to establish a better working relationship between these two parties.
Mediators do not judge who is right or wrong, nor do they take sides. Their role is purely as a catalyst [ie resolving this issue without taking sides] to help the parties generate a solution for themselves with which they are both comfortable and to which they can both commit.
Mediators bring the issues out into the open for example:
They may ask each person to explain the dispute from his or her perspective— without interruption, encouraging open and honest expression. After each has concluded, they then summarize the facts (not the emotions) of what was said by each party. The mediator would then confirm with each party that their summaries are accurate and make any necessary adjustments.
Because a mediator is not directly involved, they are in a strong position to help both individuals see the conflict as a difference of issues rather than personalities. They can separate the people from the problem. Only when the issues have been isolated will both parties see the conflict as a shared problem that will require the cooperation of both to resolve.
Having pinpointed the real issues fuelling the dispute, a mediator encourages both parties to identify possible solutions to the conflict. Mediators must resist the temptation to put forward their solutions or to evaluate their suggestions. Instead, a mediator must challenge both parties to consider what they want to see occur in the future rather than allow them to dwell on the past. If the process is in danger of bogging down, a mediator may lead with ‘Let me offer a suggestion...’ or ‘Why not consider trying...?’ A good mediator will continually express their pleasure at any shift towards a resolution to the dispute.
The mediator will write down solutions or areas of agreement as they are mutually accepted. And will ensure that this record of agreement is clear and concise, and that both parties have a mutual understanding of what each is promising to do to resolve the conflict. Finally, the mediator will congratulate both individuals for their ability to resolve the dispute cooperatively and productively.
While agreement is a major achievement, implementation is the key to success or failure. In conclusion the mediator may discuss how the situation might be reviewed over an agreed period with the parties to ensure that the agreement remains on track.
Mediation ground rules
If you are ever involved in a mediator session in your organisation there are some ground rules to consider. Make the mediation process easier for all concerned by having all parties agree to stick to these three rules:
1. When decisions are made, anyone affected by the decision is involved in the decision making.
2. Resolution of any issue is sought only after all the relevant information has been exchanged and understood by all parties.
3. Problems are stated as common goals, without blame or criticism or demand.
References:
Flanagan, N., & Finger, J. Handling Conflict, Book 6 E-Book for Managers.
Flanagan, N., & Finger, J. (2011) The Management Bible, Plum Press, Toowoomba Qld.
Waters, Kay Working In the Financial Industry, 2010

34. What is Mediation?
Assist the parties generate a solution for themselves with which they are both comfortable and to which they can both commit.
What is Mediation, how is it used and what outcomes can be expected?
How to Mediate in a staff dispute [mediate = act between parties with a view to reconciling differences]
When disputes in the workplace get out of hand, and conflict occurs between two employees, it must be acted upon quickly. If not, the workplace can be significantly disrupted, as this type of activity negatively impacts on staff harmony and effectiveness, if left to fester.
A mediator ie third party who is not involved in the dispute needs to be brought in as an intervention mechanism between the two disputing parties. This person may be the manager or another person of authority within the organisation who is not involved in the dispute.
The mediator needs to meet individually with both parties in order to find out what issues and concerns are involved in the dispute from each side’s point of view. The mediator’s aim is to resolve these issues in order to establish a better working relationship between these two parties.
Mediators do not judge who is right or wrong, nor do they take sides. Their role is purely as a catalyst [ie resolving this issue without taking sides] to help the parties generate a solution for themselves with which they are both comfortable and to which they can both commit.
Mediators bring the issues out into the open for example:
They may ask each person to explain the dispute from his or her perspective— without interruption, encouraging open and honest expression. After each has concluded, they then summarize the facts (not the emotions) of what was said by each party. The mediator would then confirm with each party that their summaries are accurate and make any necessary adjustments.
Because a mediator is not directly involved, they are in a strong position to help both individuals see the conflict as a difference of issues rather than personalities. They can separate the people from the problem. Only when the issues have been isolated will both parties see the conflict as a shared problem that will require the cooperation of both to resolve.
Having pinpointed the real issues fuelling the dispute, a mediator encourages both parties to identify possible solutions to the conflict. Mediators must resist the temptation to put forward their solutions or to evaluate their suggestions. Instead, a mediator must challenge both parties to consider what they want to see occur in the future rather than allow them to dwell on the past. If the process is in danger of bogging down, a mediator may lead with ‘Let me offer a suggestion...’ or ‘Why not consider trying...?’ A good mediator will continually express their pleasure at any shift towards a resolution to the dispute.
The mediator will write down solutions or areas of agreement as they are mutually accepted. And will ensure that this record of agreement is clear and concise, and that both parties have a mutual understanding of what each is promising to do to resolve the conflict. Finally, the mediator will congratulate both individuals for their ability to resolve the dispute cooperatively and productively.
While agreement is a major achievement, implementation is the key to success or failure. In conclusion the mediator may discuss how the situation might be reviewed over an agreed period with the parties to ensure that the agreement remains on track.
Mediation ground rules
If you are ever involved in a mediator session in your organisation there are some ground rules to consider. Make the mediation process easier for all concerned by having all parties agree to stick to these three rules:
1. When decisions are made, anyone affected by the decision is involved in the decision making.
2. Resolution of any issue is sought only after all the relevant information has been exchanged and understood by all parties.
3. Problems are stated as common goals, without blame or criticism or demand.
References:
Flanagan, N., & Finger, J. Handling Conflict, Book 6 E-Book for Managers.
Flanagan, N., & Finger, J. (2011) The Management Bible, Plum Press, Toowoomba Qld.
Waters, Kay Working In the Financial Industry, 2010

35. QUIZ REVISION

36. Todays Topics What is a Client? Why Do Clients Complain?
Can Complaints be a Positive Thing?
How to Effectively Handle Client Complaints
Some Do’s and Don’ts
Case Study
What is Conflict
What is Conflict Management?
Causes of Conflict
How Do People Deal With Conflict?
Advantages & Disadvantages of Conflict
Mediation – Helping People Resolve Conflict

37. Next Week’s Topic
“Office Politics”