Back to basics: conflict management
VIOLENCE IN the workplace has become a high-profile subject. The Health & Safety Executive has highlighted the problem as being 'at an unacceptable level' and is actively campaigning to address and reduce it.
Recent milestone court cases have resulted in proprietors of retail premises being heavily fined and ensuing civil actions have set the pattern for the future.
The licensed trade faces particular problems with difficult and demand-ing customers and the potential for conflict is greater than for most other areas of the leisure and hospitality sector. While actual physical attacks are still thankfully rare, many workers in the industry face verbal abuse on a daily basis. The 'duty of care' to provide a safe place to work and meet rests firmly upon the shoulders of the publican.
It is, however, possible to greatly reduce the risks to staff by training them to defuse and resolve potenti- ally dangerous situations through non-physical intervention. By identifying the potential 'hot-spots' and having the skills to recognise the signs of conflict, the risks to staff can be minimised.
There are five stages to a structured and managed approach to conflict:
1. Understand the reasons for disagreement
2. Empathise with the problem
3. Share ownership of the challenge
4. Find a mutually acceptable solution
5. Arrive at a successful resolution.
Understanding the reasons for disagreement
There are many reasons why a customer may become discontented in the pub - quality and speed of service, pricing, non-availability of a product, difficulty in communication, and so on.
Most disagreements begin when a customer's expectation is not met and there is unwillingness to compromise or discuss a mutually acceptable solution. Other factors may also come into play - such as a change in behaviour caused by alcohol or an expectation that a 'regular customer' should have priority service.
The first stage in identifying the real problem is to 'listen actively' to the complainant. Experience will tell us where the most likely areas of disagreement may occur and, if staff communications are well structured and effective risk assessments are in place and regularly updated, it is possible to train staff to anticipate problems. Effective training can also enable staff to manage disagreements before they escalate.
Empathising with the problem
We have all been in situations where we have had cause to complain. Our own expectation is that at least we should be taken seriously. When faced with a complaining customer, a key part of the defusing process is to show empathy with their position, even though we may not necessarily agree with their point of view.
For example, a customer may become agitated because they have to wait to be served. When staff are under pressure in a busy pub, the reaction might be to tell the customer that they will just have to wait and be patient. A more constructive approach would ensure that staff are trained to acknowledge the presence of waiting customers and let them know that they will be served as quickly as possible. Simple eye contact can convey the message that we acknowledge the problem, we empathise with their situation and we are prepared to address the solution as soon as we can.
Sharing ownership
The use of 'open questions' is a powerful management tool to gain a deeper understanding of a problem and to share in the process of finding an acceptable outcome.
By sharing the problem, we can defuse the immediate threat of escalation and reach a mutually acceptable conclusion.
Open questions may be:
- what can we do to put this right?
- how can we work this through together?
- let's see if we can find an alternative table
- perhaps we can find something else for you?
This approach has the effect of giving complainants a feeling of comfort that they are no longer struggling alone in a 'them and us' confrontation.
You have successfully moved the problem from a feeling that you were the enemy to providing them with an ally who is working together to find a solution.
Finding an acceptable solution
Structured discussion is the key. In simple situations it may be sufficient to agree on a quick solution that meets the needs of both sides. In more complex scenarios, for example, handling a complaint involving several people - a large table or a function - it may be necessary to involve senior management or external agencies to arbitrate and advise. It may also be beneficial to list the objectives to ensure mutual understanding is maintained.
Resolving the problem
Sometimes the answer to a confrontational situation may be easy - replacing a drink or a brief apology for the delay in service, for example. In more complex situations it may be necessary to implement a solution over a period of time and in structured phases.
It is also important to understand that circumstances may change during the implementation process and that it may become necessary to re-negotiate some elements of the initial agreement. Timescales should be set and a process to monitor progress put in place to help ensure that the solution is implemented successfully.
John Goodwin is a consultant to the Chartered Institute of Environmental Health (CIEH)
