HANDLING

CONFLICTS
 HANDLING CONFLICTS

DIFFERENCE/S

opinions
ideals needs
expectations

behaviors interests
values styles
HANDLING CONFLICTS
CLASSROOM

THEATERS GROCERY

MALLS PARKING
ALL ROAD
SCHOOL
OF US
CLUBS BUS

HOME WORK NEIGBHORHOOD

HANDLING CONFLICTS
Conflict at HOME

KIDS
BROTHERS

PARENTS IN-LAWS
MAIDS
OTHER
RELATIVES
VISITORS DRIVER
HANDLING CONFLICTS
Conflict with the NEIGHBORHOOD

KULAS
IGME
JUAN
PEDRO NENE
BOY
ISKO
ISLAO
COSME INDAY
PROCOPIO
TATANG
HANDLING CONFLICTS
Conflict in the workplace

CUSTOMERS SUPERIORS

YOU
SUBORDINATES
PEERS

OTHERS
HANDLING CONFLICTS
Conflict AT HOME, NEIGHBORHOOD
& WORKPLACE

MISUNDERSTANDING

POOR COMMUNICATIONS

POOR
RELATIONSHIPS
 HANDLING CONFLICTS
HOW DO YOU DEAL
WITH CONFLICTS

PASSIVE AGGRESSIVE

AVOIDERS COMPLAINERS
SHOUTER DISPLACER

PRETENDERS BULLY
SELF-DISCOUNTER
HANDLING CONFLICTS

WHICH IS BETTER?
PASSIVE
OR
AGGRESSIVE
HANDLING CONFLICTS

DIFFERENT TYPES OF
CONFLICT MANAGEMENT STYLES
 HANDLING CONFLICTS
CONFLICT MANAGEMENT STYLES

OMPETING- Assertive and uncooperative;

Putting his/her interests before anyone else
Value winning conflicts
Take a firm stand
No room for accommodation
Exerts whatever force is necessary to achieve goals

When to use it: a) when QUICK DECISION is needed

b) when you know you are right
c) when you need to stand up for your rights
 HANDLING CONFLICTS
CONFLICT MANAGEMENT STYLES

ACCOMODATING – unassertive and cooperative;

opposite of competing;
neglects personal concerns to satisfy others;
value peace in conflict;
hesitate to express needs

When to use it: a) when you think the issue is more

important to the other person
b) when you discover YOU ARE WRONG
c) when preserving harmony without disruption
d) when you know YOU CAN’T WIN
Ratu/tm
 HANDLING CONFLICTS
CONFLICT MANAGEMENT STYLES

AVOIDING – unassertive and uncooperative;

does not address the conflict but sidesteps,
postpones or simply withdraws;
does not pursue his/her concerns as well as the
other person

When to use it: a) when you have nothing to lose

b) when you have no time
c) when more issues are pressing
d) when you see no chance of getting your concern met
e) when unprepared or taken by surprise
f) when you need more time to gather information
 HANDLING CONFLICTS
CONFLICT MANAGEMENT STYLES

COLLABORATING – assertive and cooperative;

opposite of avoiding;
solution focused style
view conflicts as problems to solve in a
win-win situation;
important to satisfy the needs of both parties

When to use it: a) when others lives are involved

b) when you don’t want full responsibility
c) when you want to gain commitment from others
d) when there is a high level of trust
e) when you need to work through hard feelings
 HANDLING CONFLICTS
CONFLICT MANAGEMENT STYLES

COMPROMISING – falls in the middle of competing and

accommodating;
seeks middle ground position;
finds mutually acceptable solution to
both parties;

When to use it: a) when people of equal status are equally committed
b) to reach temporary settlement or solutions
on complex issues
c) As a back up mode, when competition & collaboration
does not work
 HANDLING CONFLICTS

ASSERTIVE
COMPETING COLLABORATING

COMPROMISING
(BARGAINING)

UNASSERTIVE AVOIDING ACCOMODATING

UNCOOPERATIVE COOPERATIVE
 HANDLING CONFLICTS
Eight (8) C’s needed to effectively
handle conflicts

COMPREHENSIVE
COMMUNICATION LISTEN &
MASTERY KNOWLEDGE OF
SKILLS TALK
OUR HOUSE RULES

CUSTOMER
Good PR RELATIONS
CONFIDENCE AUTHORITY

BEHAVIOR / CONVINCING
MANNERS COMPOSURE POWERS
PERSUASION

COMMON
OPEN MIND COURAGE GUTS
SENSE
HANDLING CONFLICTS

TABLE CUSTOMER
INFRACTIONS COMPLAINTS

INVESTIGATION

SOLUTION

REPORTS
INCIDENT INVESTIGATION PROCESS
Details

Validate

Chips Markers,
Cards etc
Amount

Cause

Follow up Follow up Follow up

Confirm b4 U
Rectify or
Decide
 INCIDENT INVESTIGATION
DETAILS
(SUGGESTED PROCESS)
1) Know what the problem is.
(ANO BA ANG NANGYARI)

a) Know the details of the incident

b) Point in time when the infraction was noticed

Observe the speaking pace/manner of the dealer

during the delivery of his/her side of the story.
Gestures, facial expression, eye movements will
give you an idea / hint on how positive he/she with
the declaration
 VALIDATE INCIDENT INVESTIGATION
SUGGESTED PROCESS
2) VERIFY OR VALIDATE THE DECLARATION
OF THE TS WITH THE PHYSICAL SET UP
OF THE CHIPS,CARDS, MARKERS, ETC.
How did it happen? (PAPANO
NANGYARI)
Although you cannot make it as your basis for your
immediate decision/rectification, it could be your
lead or guide in asking subsequent questions about
the incident
At this stage of your investigation, continue to
observe the speaking pace/manner of his delivery and
body language of the dealer. Sometimes at this early
point, you can already sense when the dealer is not
sure of what he/she is saying.
 CAUSE INCIDENT INVESTIGATION
SUGGESTED PROCESS

3) KNOW THE CAUSE OF THE INCIDENT?

(ANO ANG DAHILAN
BAKIT NANGYARI)
Knowing the reason/s behind the commission of
infraction will give you an idea on how positive the
dealer is with his/her declaration.

At this stage of your investigation, you will already

know the deviation committed that led to the
infraction, how & why it happened and confirm it with
the material aspect in the table.
 INCIDENT INVESTIGATION
Follow up questions
SUGGESTED PROCESS

4) Ask (several) succeeding questions from the

answers that he/she gave you from your
previous question to give you a clearer view of
what really transpired? (BAKIT MO NASABI)
Consistency with his/her answers, speaking
pace/manner and body language will help you decide
whether to pursue additional succeeding questions
or end up with the conclusion)

This is the turning point of your investigation. Any conflict with

his/her statement or doubtful observation of his/her speaking
pace/manner & body language will compel you to repeat this part
of the investigation process.
 Confirmation before INCIDENT INVESTIGATION
Rectification or Decision
SUGGESTED PROCESS
5) Clear things first before proceeding
with the rectification or decision
(LIWANAGIN MUNA NATIN
ANG SITUASYON)
Narrate how you figured out the incident to the dealer
to confirm whether you got the true picture of the story
or not. NEVER JUMP INTO CONCLUSION WITHOUT
CONFIRMATION!

Any kind of miscommunication committed during the

process of the investigation will be established during
this time.
INCIDENT INVESTIGATION PROCESS
Details

Validate

Chips Markers,
Cards etc
Amount

Cause

Follow up Follow up Follow up

Confirm b4 U
Rectify or
Decide
 INVESTIGATION TIPS
Take a deep breath as you approach the table to
reduce tension.
(HUMINGA NG MALALIM PARA
MAWALA/MABAWASAN ANG KABA)
Be observant. Know your customers and
subordinates
(KILALANIN NINYO ANG MGA TAO SA AREA)
Never ask leading questions during the initial

stages of the incident investigation.

(PABAYAAN MO LANG SIYA MAGKUWENTO
 INVESTIGATION TIPS

• Always be aware of the length of service of your

subordinates. Dealers with less than a year’s
experience (Newly hired, new graduates coming
from other divisions and trainees) should always
be subjected to additional questions during time
of incidents before reaching a conclusion.

• (HUWAG MASYADONG MAGTIWALA SA

SINASABI NG TS NA KULANG PA ANG
KARANASAN)
 INVESTIGATION TIPS

Observe the normal pace and manner of delivery

of the dealer.

Ask questions that he/she could easily answer

without difficulty. Your keen observation will be a
big factor in making a decision whether to
continue to ask more questions or end up with a
conclusion.

(OBSERBAHAN NINYO MABUTI ANG

PAGSASALITA NG MGA DEALERS NIYO)
 INVESTIGATION TIPS
Be cautious if you experience the following
situations. (MAG-INGAT KAPAG GANITO ANG
SITWASYON)

NATITIGILAN O NAPAPAHINTO HABANG

NAGSASALITA

INIISIP NG DAHAN-DAHAN ANG KANYANG

SINASABI

BIGLANG BUMILIS O BUMAGAL ANG

PAGSASALITA
 INVESTIGATION TIPS
Be cautious if you experience following
situations. (MAG-INGAT KAPAG GANITO ANG
SITWASYON)
NAGKANDA BULOL-BULOL SA TENSIYON
HABANG ANG TS AY NAGPAPALIWANAG

NANGINGINIG O NAWAWALA ANG BOSES

SA NERBIYOS HABANG NAGSASALITA
 INVESTIGATION TIPS

Let him talk about the incident to help you

continue your observation. Changes in
speaking pace or manner will often give you
doubts in his/her declaration and will compel
you to ask more questions to clarify matters.
(KAPAG NAGBAGO ANG PACING NG
KANYANG PAGSASALITA, MAAARING HINDI
SIYA SIGURADO SA KANYANG SINASABI)

Listen carefully to the answers as it will be

your basis in asking your succeeding
questions
 INVESTIGATION TIPS
YUNG KAMAY NASA BIBIG HABANG NAGSASALITA
YUNG KAMAY NASA NOO HABANG NAGSASALITA

YUNG KAMAY NASA SINTIDO HABANG

NAGSASALITA

NAGSASALITA PERO SA TAAS NAKATINGIN

NAGSASALITA PERO NAKAHALUKIPKIP

NAGSASALITA PERO UMIKOT YUNG ULO O KUNG

SAAN-SAAN NAKATINGIN
 INVESTIGATION TIPS
Be aware of gestures and eye movements of both the
dealer and customers involved during the course of
your investigation
(OBSERBAHAN MONG MAIGI ANG KILOS/GALAW NG
KANILANG KAMAY, MATA AT ULO.

Gestures often help in the course of the investigation.

Most of the time, a person’s sincerity can be seen
through his/her eye movements.
(ANG TAONG TAPAT SA KANYANG SINASABI AY
KADALASAN SA MATA MO NAKATINGIN KAPAG
NAGSASALITA O SA MGA BAGAY NA KANYANG
TINUTUKOY)
 INVESTIGATION TIPS
After the series of questions and observing
their body language, your own picture of the
incident should coincide with the physical set
up in the table.
Do not decide unless you have ran through all
possibilities in the situation
(HUWAG MAG-APURA!
ALAMIN MO LAHAT NG POSIBILIDAD)
Always consider all incidents/infractions as
a learning experience and challenge. It will
help you develop your ability to think on
your feet and stay calm under pressure.
HANDLING CONFLICTS

DIFFERENT KINDS
OF CUSTOMERS
 HANDLING CONFLICTS
Four (4) different kinds of customers

EXPRESS DO NOT EXPRESS

APPRECIATE PRAISER PATRON

DO NOT
APPRECIATE TALKER WALKER
HANDLING CONFLICTS
HANDLING CUSTOMER COMPLAINTS

HEAR THEM OUT

LISTEN ACTIVELY TO THE COMPLAINT

LET THEM EXPRESS THEMSELVES

STAY CALM & COMPOSED

HANDLING CONFLICTS
Do’s and don’ts of Active Listening

Always maintain appropriate eye contact

Do paraphrase at the appropriate time
Never interrupt
Be aware of your body language and voice tone
Don’t assume
DO LISTEN
Don’t mismatch your style
HANDLING CONFLICTS
HANDLING CUSTOMER COMPLAINTS

HEAR THEM OUT

LISTEN ACTIVELY TO THE COMPLAINT

LET THEM TO EXPRESS THEMSELVES

STAY CALM & COMPOSED

HANDLING CONFLICTS
HANDLING CUSTOMER COMPLAINTS

EMPHATIZE

PUT YOURSELF IN THEIR SHOES

LET THEM KNOW AND FEEL THAT YOU

UNDERSTAND THEIR SITUATION
HANDLING CONFLICTS
HANDLING CUSTOMER COMPLAINTS

APOLOGIZE

APOLOGIZE FOR THE INCONVENIENCE

LET THEM KNOW AND FEEL HOW SORRY

WE ARE FOR THEIR EXPERIENCE
HANDLING CONFLICTS
HANDLING CUSTOMER COMPLAINTS

TAKE ACTION & REPONSIBILITY

ASSURE THE CUSTOMER OF WHATEVER

ACTION YOU INTEND TO DO

BUT NEVER MAKE PROMISES BEYOND

YOUR CONTROL
HANDLING CONFLICTS

HANDLING CUSTOMER COMPLAINTS

H HEAR THEM OUT

E EMPHATIZE

A APOLOGIZE

T TAKE ACTION & RESPONSIBLITY

 HANDLING CONFLICTS
PRACTICAL TIPS IN PREVENTING
INFRACTIONS & CUSTOMER COMPLAINTS

IMPLEMENT OUR HOUSE RULES & REGULATIONS

Disputes, incidents or infractions can be minimized if you simply

SEE TO IT that the HOUSE RULES & REGULATIONS
are being followed.

Spend the first two (2) hours of your duty closely observing
the behavior or attitudes of your subordinates at work.
Correct them immediately upon commission of procedural
deviations and make them feel you are always on top of
the situation.
 HANDLING CONFLICTS
PRACTICAL TIPS IN PREVENTING
INFRACTIONS & CUSTOMER COMPLAINTS

KNOW YOUR CUSTOMERS

Disputes, incidents or even infractions can be prevented
or can be easily resolved if you know the customers
playing in your area.

PLAYING PLAYING LIKES/

HABITS ETC
CAPACITY STYLE DISLIKES

You can always caution your subordinates if you have

a personal knowledge of the background/profile
of your customers. It will also help you set priorities in
your monitoring activities.
 HANDLING CONFLICTS
PRACTICAL TIPS IN PREVENTING
INFRACTIONS & CUSTOMER COMPLAINTS
KNOW YOUR SUBORDINATES
Knowing your subordinates will be of big help in preventing
disputes, incidents or infractions.

Behavior/
Previous
Years of Dealing Attitude
Infractions ETC
experience capacity towards
committed
work

Knowing the internal identities of your subordinates will help

you set priorities in your monitoring/supervisory activities.
 HANDLING CONFLICTS
PRACTICAL TIPS IN PREVENTING
INFRACTIONS & CUSTOMER COMPLAINTS

LEARN TO ANTICIPATE

Knowing the customers and subordinates in your work

assignment will give you an idea on the possible areas of concern
and will make you anticipate all kinds of problems that may arise.

You can focus or give more attention on the said areas of concern
and create possible solutions before things get out of hand.

A highly effective supervisor does not wait for things to happen.

THEY MAKE THINGS HAPPEN!
 HANDLING CONFLICTS
PRACTICAL TIPS IN PREVENTING
INFRACTIONS & CUSTOMER COMPLAINTS

1) ALWAYS IMPLEMENT OUR HOUSE RULES & REGULATIONS,

COMPANY POLICIES & WORKING PROCEDURES

2) KNOW YOUR SUBORDINATES

3) KNOW YOUR CUSTOMERS

4) LEARN TO ANTICIPATE
HANDLING
THANK YOU
CONFLICTS