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Communication Skills & Conflict Management
- 1. > Introduction > Preventingconflict > Managing conflict > Learn from conflict Communication Skills & Conflict Management
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- 3. WHY IS ITIMPORTANT? “Effective communication skills and conflict management techniques can significantly reduce incidence of workplace violence.”
- 4. WORKPLACE VIOLENCE “Any incidentin which a person is abused, threatened or assaulted in circumstances relating to their work.”
- 5. WHO IS RESPONSIBLE? Employers have a duty to care for staff. Employees must look after their own safety. Employers must report certain injuries.
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- 7. Proactive service delivery Understandingpotential risks Responding to prevent a serious incident happening.
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- 9. Being proactive Learn torecognise common flashpoints Agree policies to reduce incidents Regular team meetings to agree procedures Regular debriefs following incidents.
- 10. Typical procedures include: Well-positionedstaff to deter trouble A consistent response to incidents Procedures for specific tasks, e.g. closing time Involving police and passing accurate information Using well-sited CCTV and good quality footage Effective team communication Preventing a build-up of crowds/queues Placing signs to discourage violent behaviour.
- 11. Dynamic Risk Assessment “Amethod of continuously assessing situations to ensure that risks of violence are quickly recognised, assessed and responded to” A conscious and reliable process.
- 12. How should asecurity staff / member of staff deal with a potentially violent incident? find help evaluate options respond. step back assess threat S A F E R CQ
- 13. Person (or people) Historyof previous aggression? Known criminals? Under influence of drink/drugs? Mental health problems? Bigger, fitter, stronger than us? Friends/numbers?
- 14. Object Dangers may include: Bottles/glasses Furniture Weapons Movingvehicles Needles/sharps.
- 15. Place Where is theincident happening? Staircase Secluded area Wet floor Broken glass Covered by CCTV Blocked exit.
- 16. What turns peopleto violence? Aggression Anger Frustration. CQCQ
- 17. Reducing frustration Be proactive Stoppeople joining the queue if venue is full Provide information if there is a delay entering Responding to and taking customer complaints seriously Managing customers’ expectations Explaining rules and decisions Use effective communication.
- 18. Basic elements ofcommunication Sender Sends Message Receiver
- 19. When communicating Remember that: peopleinterpret things in different ways It is not just what you say, but how you say it there may be a block to communication.
- 20. People interpret thingsin different ways Think of a ‘cat’.
- 21. It is notjust what you say, but how you say it Communication Body language (55%) the stance, hand gestures & expressions Tone (38%) the way words are spoken Words (7%) the actual words spoken
- 22. Background noise Heat, pain,hunger Language Drinks/drugs Mental illness Culture Emotion Attitude Psychological noise. There may be a block to communication
- 23. You can chooseyour behaviour Your behaviour is everything you do and everything you say.
- 24. Types of behaviour Firstimpression. Aggressive Passive Assertive
- 25. Aggressive Aggressive, passive orassertive? Passive.Assertive CQ
- 26. Use ‘active listening’ Reallylisten to what they are saying Focus your attention on them Use non-verbal clues Paraphrase Use ‘open’ questions.
- 27. Triggers We need toavoid accidently ‘triggering’ someone to showing violence towards us A ‘Trigger’ is something that causes someone to lose their temper and turn to violence.
- 28. Triggers include: Embarrassment Disrespect Insults Rudeness Being ridiculed Beingignored Being patronised.
- 29. Inhibitors An inhibitor isthe opposite of a trigger. An ‘Inhibitor’ is something that stops someone from losing their temper and turning to violence
- 30. Inhibitors include: Social orlegal consequences Self-control Personal values Fear of the other person fighting back.
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- 32. Managing Conflict -contents How people respond to threats Fight or flight Signalling non-aggression Responding to conflict.
- 33. Responding to athreat Calm A person's ability to think and feel is usually balanced. Emotional (feelings) Rational (thinking)
- 34. Responding to athreat Angry, upset The early stages of conflict. Emotional (feelings)Rational (thinking)
- 35. Fight or flight Aresponse to a threat A natural, basic instinct Prepares our body for action.
- 36. Do not triggeranyone into fight or flight 1 2 Intimidation Touching.
- 37. Do not triggeranyone into fight or flight 3 4 Standing too close or square on Inappropriate gestures.
- 38. Do not triggeranyone into fight or flight 5 6 Blocking their exit Cornering them in.
- 39. Signs of escalation Staring(or very strong eye contact) Frowning Flushed red face (colour might drain nearer to an attack) Stepping in and invading personal space Pointing, gesturing or head thrust forward to invade personal space Standing ‘square on’ Splaying the arms to make themselves look larger Turning to one side into a ‘fighting stance’ Making a fist Looking at the area they are intending to strike Ranging a strike by gently touching the area they are going to strike Pupils dilate Rapid heavy breathing Rapid hand and body shifting movements Offensive words.
- 40. High-risk conflict High-risk conflictis when you are in immediate risk of being physically assaulted.
- 41. The 4 A’s Inhigh-risk situations remember the 4 A’s Do not get ngry yourselfA Be ssertive. Maintain a positive ttitudeA Manage the buseA
- 42. Diffusing high-risk conflict Signalnon-aggression (P.A.L.M.S.) Actively listen Empathise Win their trust Look for a ‘win-win’ Deliver a gift?
- 43. Signalling non-aggression Avoids furtherescalation Verbal and non-verbal communication Shows your intention to peacefully resolve the situation P.A.L.M.S.
- 44. P.A.L.M.S. look and listen makespace stance position attitude P A L M S Use open palms!
- 45. Consider your positionin relation to the person. positionP
- 46. attitudeA attitudeA Maintain apositive attitude.
- 47. attitudeA look andlistenL •Listen to what they say •Watch what they are doing.
- 48. Keep an appropriate/ safedistance. make spaceM
- 49. Where to stand? Intimatespace 0m to 0.5m Safe/normal space 0.5m to 1.2m Stranger space 1.2m to 3m
- 50. Consider your position inrelation to the person. Consider how you look. stanceS
- 51. Empathy Empathising means: Putting yourselfin their shoes Acknowledging their feelings Stepping alongside them Seeing things from their point of view “I understand why you are upset, but…”
- 52. Win-win “Where both sidesof a confrontation come out of the encounter feeling reasonably satisfied with the outcome.”
- 53. What is your‘win’? Minimal aggression and stress Doing a professional job Finding a successful solution Leaving other person satisfied that you have done your best.
- 54. What is their‘win’? Saving face Being listened to and taken seriously Being treated fairly and professionally Receiving a helpful explanation.
- 55. Delivering a ‘gift’ Gifts Letthe person think you have done them a favour Leave them with a positive impression of you.
- 56. Exit strategies “A preparedway of getting yourself away from a difficult/ dangerous situation.”
- 57. Resolving conflict mayinvolve: Proactive service delivery Being assertive Signalling non-aggression (P.A.L.M.S.) Choosing positive behaviour Watching for signs of escalation Showing empathy Using inhibitors Active listening Providing options and choices Looking for a ‘win-win’ Delivering a gift Employing exit strategies Building a rapport.
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- 59. Post-incident considerations Supporting thevictim Learning from what happened Sharing good practice Time to improve.
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- 61. How might wefeel if we are assaulted at work? Pain/injury Anger Shock Disbelief Embarrassment Fear.
- 62. And remember… All injuriesinvolving staff must be recorded. Any use of force must be justified Security policies and procedure must be reviewed regularly
- 63. Recording conflict incidents Pocketbook Incidentbook First Aid book Police statement (if necessary)