Customer conflict

Impression Training runs courses related to this topic.

Please click here to see the full list of courses

Dealing with Customer Conflict Conflict occurs when two parties feel that the objectives of the other party dismisses or goes against their needs to such an extent that it creates an extreme emotional loss that must be defended at all costs. Such strong emotional reactions are similar to high stress situations where the party feels that they are under threat or danger.

Other reactions could be:           

Fear of the situation or person Feeling threatened Feeling vulnerable and unable to cope Powerlessness Losing power Losing face A difference of opinion A difference in standard or beliefs Frustration A severe loss of control Losing money, resource or time

These may only be perceptions in the other parties mind but they may be strong enough to produce a reaction that triggers off conflict. One of the ways to manage conflict is to recognise and understand what the other party is feeling when

confronted by your objectives and to offer understanding, empathy or reassurance to their situation.

Before you can solve problems you need to know what those problems are. By finding out what problems customers are experiencing, you can, not only solve them, but try to prevent them recurring. A range of formal techniques are available for solving problems, many of which follow a similar format.

The following is a typical example of a staged approach to solving customers’ problems: 1.

State the apparent problem.

On the basis of what the situation seems to be, state the apparent problem. This gives you a starting point and gives the customer a chance to say you have not understood the problem correctly. It is important to understand exactly what the problem is before you can solve it.

2.

Seek the facts.

Find out as much as possible about the apparent problem from all available sources.

This is an information gathering stage where you need, in particular, to gain information from the customer through effective questioning.

3.

Identify the real problem (if different from the apparent problem).

When you know all the facts, you may feel the apparent problem is not the real one.

For instance a spate of customer complaints (the apparent problem) may be caused by a lack of training given to a newly appointed Receptionist/Telephonist (the real problem).

4.

Assess the alternatives.

Try to identify all the possible solutions. At this stage do not worry too much about how practical the solutions are, it is important to generate as many possible solutions as you can.

5.

Select the best solution.

This can be the most complex stage. Very few changes can be made in isolation, and therefore a solution which seems beneficial to you, may have a detrimental effect on someone else in the organisation. Each alternative solution therefore must be carefully weighed against the benefits and possible drawbacks each would provide.

6.

Plan a course of action.

There is no point in solving problems unless action is taken to implement the chosen solution. Where the solution is complex, a proper action plan may be needed, spelling out what is to be done, by whom, and when.

Solving customers’ problems using this model, can be useful for individuals or for groups, in either written form or as a verbal or mental discipline. It could be argued that people who, are good at solving problems go through a similar mental process automatically, even if they are unaware they are doing so.

Identifying Problems No organisation’s systems and procedures are so good that they can anticipate every situation that will arise from day to day. Normally this will be done within the framework of the organisation’s existing systems and procedures, by interpreting how they should be applied in spirit, as well as in letter. Occasionally situations will be encountered where there will be a need to use common sense. An example may be a visitor who turns up to see someone without an appointment. The receptionist would use common sense to see if the person they wanted to see was available, or whether someone else could deal with the situation.

The most important element in demonstrating to customers that you want to identify and solve their problems is the attitude you bring to such situations. There are three underlying elements which you will need to show; genuineness, respect and empathy.

Genuineness This implies a basic straightness with the customer and being open with them. If you are manipulative, or seen as simply going through the motions, the customer will quickly see that you are not genuine.

Respect This means acceptance of customers in their own right. They will have a point of view, and it will be important to listen to it, and take it into account.

Empathy This is the ability to understand the position from the customer’s point of view.

Putting yourself in the customer’s shoes will help you to understand the problems they are experiencing, and to identify the causes.

These three attitudes are underpinned by a number of interrelated skills; questioning, using body language, and active listening.

Questioning Questions will:  encourage the customer to talk.  draw out information, facts and opinions.  help to explore feelings and attitudes.  help to check understanding.  stimulate thought.  help the customer to think through the problem.

If a question is phrased well it becomes difficult not to engage in discussion.

Body Language  You can use your own body language to demonstrate to the customer that you are listening.  You can observe customers’ body language to gain a better insight into their feelings and reactions.

At this stage, you will need to explore to try to define the problem, and to establish its extent. You will therefore need to:      

ask open questions. give undivided attention to the customer. listen actively. relay back what you have heard, to check for understanding. focus on the problem. summarise the current situation.

Generating Solutions Here you will, jointly with the customer, need to establish possible options which are acceptable to both parties, and which solve the problem. You will therefore need to:        

ask probing questions to solicit ideas. examine all the options. discuss the preferred outcomes. confront ambiguities and inconsistencies. identify advantages and disadvantages of each option. deal with facts but consider opinions. outline a plan of action. be clear on who is going to do what.

A good technique which can help at the stage where you are generating alternative solutions is ‘Brainstorming’. This is basically letting your brain freewheel with ideas.

You need to record, as quickly as possible, all ideas you have, no matter how silly they first appear. There should be no evaluation of ideas as you write them down.

Once you begin to run dry you can then review each idea to see whether it is viable or not. By having some form of rating system, you can then rate each idea, and discount any that are not workable.

Having rated ideas you can then examine each category in turn, in further detail, by looking at the merits of each one. The depth with which you go through this process will of course depend on the level of the problem you are trying to solve. The whole process may only take five minutes, but could take a lot longer if required.

Implementing the Right Solution Here it will be important to make sure you have fully considered all of the options, and involved the customer in the process. In deciding on a solution, you will need one, if possible, where both parties will gain something, and you will need to make sure the problem does not reappear.

To implement the chosen solution you will need to:    

set goals and targets. define an action plan. establish a contingency plan in case it does not work. agree who is going to do what.



set a review date.

A review date is very important, not only to make sure the problem has gone away, but to check the customer is satisfied and whether further improvements could be made. Continuous improvement should be the aim.

Basic Strategies for Difficult Situations                     

Know what needs to happen using positive statements Manage your internal dialogue for a positive outcome Be open about your point of view and state clearly your needs Explain why it’s a problem State consequences of current actions Don’t be afraid to say what’s upsetting you (use ‘I’ language) Ask questions to find out what the other person wants/thinks/feels Check the reality of the situation Try to find something in common Restate/summarise the other person’s case Respond to the other person’s real concerns Agree what the problem is Put forward ideas to solve the problem or work it out together Give reasons for all decisions made Outline benefits for both parties from decisions reached Agree a process for delivery Listen to the other person’s ideas Ensure the other person understands the consequences of the decisions made Summarise your discussion to make sure that you are both happy with the solution.

Use the conflict as a basis for future positive actions Talk about it

What to Say When Handling Conflict No conflict situation will be the same as any other and how we communicate will dictate our success, but there are many standard phrases and sentences which can be used in any situation to increase our chances of success.

"Please correct me if I'm wrong." Be open to persuasion, new information.

"We appreciate what you've done for us." Separate people from the problem, give personal support.

"My concern is fairness." Announce early that you stand on principle, and will only be persuaded by principle.

"I would like to settle this on the basis of principle, not of selfish interest and power."

Recognise what they've just said, but instead of criticising them or returning their attack, offer a positive proposal, i.e. discussing the merits of the problem.

"Trust is a separate issue." Use straightforward sentences like this to avoid entanglements.

"Could I ask you a few questions to see whether my facts are right?" Statements can be threatening, ask questions instead.

"What's the principle behind your action?" Assume the other side has integrity, and good reasons for their behaviour.

"Let me see if I understand what you're saying." Restate in positive terms what you've heard, to check that you got it, and to let them know you've been listening.

"Let me get back to you." Don't feel pressured to make on-the-spot decisions you'll regret later.

"Let me show you where I have trouble following some of your reasoning." Present your argument first, before offering a proposal.

“One fair solution might be . . ." Make a suggestion, invoke fairness, ask for joint consideration.

"If we agree . . . if we disagree……” Spell out alternatives, distance yourself from any negative option, but don’t commit to action yet.

"We'd be happy to meet you half-way on that if we can find a workable solution for both sides.” Incorporate their interests in any solution; give them a stake in a good outcome.

This article has been extracted from one of our training course books. Our training materials are developed by experienced trainers and consultants.

Impression Training runs courses related to this topic.

Please click here to see the full list of courses