1.> Introduction > Preventing conflict > Managing conflict > Learn from conflict Communication Skills & Conflict Management

2. INTRODUCTION Unit 3. WHY IS IT IMPORTANT? Effective communication skills and conflict management techniques can significantly reduce incidence of workplace violence. 4. WORKPLACE VIOLENCE Any incident in 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. 6. Preventing Conflict Unit 2 7. Proactive service delivery Understanding potential risks Responding to prevent a serious incident happening. 8. Common flashpoints Queues Reprimands Disputes/complaints Closing time. 9. Being proactive Learn to recognise common flashpoints Agree policies to reduce incidents Regular team meetings to agree procedures Regular debriefs following incidents. 10. Typical procedures include: Well-positioned staff 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 A method 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 a security 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) History of 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 Moving vehicles Needles/sharps. 15. Place Where is the incident happening? Staircase Secluded area Wet floor Broken glass Covered by CCTV Blocked exit. 16. What turns people to violence? Aggression Anger Frustration. CQCQ 17. Reducing frustration Be proactive Stop people 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 of communication Sender Sends Message Receiver 19. When communicating Remember that: people interpret 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 things in different ways Think of a cat. 21. It is not just 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 choose your behaviour Your behaviour is everything you do and everything you say. 24. Types of behaviour First impression. Aggressive Passive Assertive 25. Aggressive Aggressive, passive or assertive? Passive.Assertive CQ 26. Use active listening Really listen to what they are saying Focus your attention on them Use non-verbal clues Paraphrase Use open questions. 27. Triggers We need to avoid 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 Being ignored Being patronised. 29. Inhibitors An inhibitor is the opposite of a trigger. An Inhibitor is something that stops someone from losing their temper and turning to violence 30. Inhibitors include: Social or legal consequences Self-control Personal values Fear of the other person fighting back. 31. Unit 3 Managing Conflict 32. Managing Conflict - contents How people respond to threats Fight or flight Signalling non-aggression Responding to conflict. 33. Responding to a threat Calm A person's ability to think and feel is usually balanced. Emotional (feelings) Rational (thinking) 34. Responding to a threat Angry, upset The early stages of conflict. Emotional (feelings)Rational (thinking) 35. Fight or flight A response to a threat A natural, basic instinct Prepares our body for action. 36. Do not trigger anyone into fight or flight 1 2 Intimidation Touching. 37. Do not trigger anyone into fight or flight 3 4 Standing too close or square on Inappropriate gestures. 38. Do not trigger anyone 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 conflict is when you are in immediate risk of being physically assaulted. 41. The 4 As In high-risk situations remember the 4 As Do not get ngry yourselfA Be ssertive. Maintain a positive ttitudeA Manage the buseA 42. Diffusing high-risk conflict Signal non-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 further escalation 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 make space stance position attitude P A L M S Use open palms! 45. Consider your position in relation to the person. positionP 46. attitudeA attitudeA Maintain a positive attitude. 47. attitudeA look and listenL Listen to what they say Watch what they are doing. 48. Keep an appropriate/ safe distance. make spaceM 49. Where to stand? Intimate space 0m to 0.5m Safe/normal space 0.5m to 1.2m Stranger space 1.2m to 3m 50. Consider your position in relation to the person. Consider how you look. stanceS 51. Empathy Empathising means: Putting yourself in 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 sides of 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 Let the person think you have done them a favour Leave them with a positive impression of you. 56. Exit strategies A prepared way of getting yourself away from a difficult/ dangerous situation. 57. Resolving conflict may involve: 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. 58. Unit 4 Learn from conflict 59. Post-incident considerations Supporting the victim Learning from what happened Sharing good practice Time to improve. 60. Debriefing incidents 61. How might we feel if we are assaulted at work? Pain/injury Anger Shock Disbelief Embarrassment Fear. 62. And remember All injuries involving staff must be recorded. Any use of force must be justified Security policies and procedure must be reviewed regularly 63. Recording conflict incidents Pocketbook Incident book First Aid book Police statement (if necessary)