Managing Conflict by The Travel Institute...People who see conflict as a negative force often...

1 The Travel Institute

Managing Conflict

by The Travel Institute


Overview In any work environment, there will always be conflicts. Therefore, it becomes critical for you, as a travel professional, to learn and practice proven techniques that help you either to avoid conflict or to deal with these clashes with less stress.

This paper is designed to strengthen the effective ways you currently deal with conflict as well as to provide you with new ways to identify and resolve conflict successfully. You will learn to reduce your level of stress by viewing conflict in a positive light and practicing methods to manage conflict objectively and assertively.

Understanding the Realities of Conflict Within the travel industry, people are often challenged to discover how unyielding beliefs and conflicting purposes can coexist. To succeed and have fun in this highly competitive and demanding arena, travel professionals, especially CTCs, need to take a leadership role in practicing proven conflict management skills.

In addition, organizational cultures need to inspire and reward collaborative, nonadversarial efforts that result in managing conflict effectively. Certain individuals and environments will always be resistant to change. Fortunately, though, as mindsets and organizational systems are changing, people are seeing the benefits of resolving conflicts assertively and intelligently.

In today’s business world, individuals are learning a new orientation toward dealing with

conflict. Many are realizing that conflict management does not always mean right or wrong, win or lose.

Defining Conflict Effectively dealing with conflict in the ever-evolving travel business requires a strong belief

that conflict can be positive and should be elicited rather than avoided. Unfortunately, most individuals see conflict as something distasteful, even when they win the conflict. In defining the term “conflict,” dictionaries use words such as “battle,” “struggle,” “controversy,” “collision,” and “fight.” However, these descriptions reflect only the negative aspect of conflict.

Using more neutral terms, conflict can be defined as a set of divergent behaviors, values, aims, or methods. How people view conflict often depends on their mindset; it can be seen in either a positive or a negative light. Looking at one of your past conflicts should help you identify both sides of conflict.


The Positive and Negative Sides of Conflict In looking at both the positive and negative sides to your conflict, it should become apparent that something positive can come out of a conflict that is usually perceived to be negative. Like a self-fulfilling prophecy, if you perceive conflict to be detrimental, it will be; conversely, if you perceive conflict to be beneficial, it will be. Therefore, you need to learn to see the positive benefits of conflict.

Benefits of Viewing Conflict Positively Viewing conflict in a positive light allows you to have greater creativity; to develop stronger, less adversarial relationships; to increase your self-respect; to improve your efficiency and effectiveness; and to foster personal development and growth. Let’s consider each of these benefits separately.

Increased Creativity Increased creativity enables you to suggest as well as elicit new ideas, especially those opposing the status quo. Of course, acting on your creativity leads to accomplishments and failures. Yet, even with disappointments, you can benefit by making, sharing, and learning from your mistakes. Several organizations actually give out an award for the “Best Mistake of the Year.” Why reward someone for making a mistake? Because it can encourage change and innovation by letting everyone know that it’s okay to try something new. The award also emphasizes the importance of not hiding mistakes. If an associate inadvertently makes a mistake and keeps it secret, other people might make the same mistake, compounding the cost of the mistake to their organization.

Creativity allows you to keep an open mind and to give all options an equal chance. The creative mind never rejects an idea the first time it surfaces, whether it be a way to solve a customer problem or a new method to charge service fees. In the field of travel, few people feel that they have the luxury of taking a lot of time to be creative. Yet Einstein’s philosophy suggests that we should look at a number of ways to solve or prevent problems, as long as we do so within a reasonable amount of time.

As an example, specializing in a niche market merely by imitating the competition will not necessarily lead to increased sales and profitability. However, if you use your creativity to develop a unique product or service that provides value for the customer, you might have

greater success in increasing your market share. Most individuals strengthen their commitment to achieve when they have an active role in both creating and attaining a plan.

Stronger Relationships Enjoying stronger, less adversarial relationships is another by-product of viewing conflict positively. When you and your associates express thoughts and feelings openly and honestly, trust is established. In addition to exercise, relaxation techniques, and diet, having


trusting relationships is a great way to reduce stress. In nonadversarial relationships, no

one has to read between the lines: you are assertive enough to ask questions directly; and your associates will feel comfortable in expressing their opinions openly, even if these opinions disagree with yours.

Increased Self-Respect When you learn to view conflict positively and act assertively, you increase your self-confidence by facing conflict rather than hiding from it. You learn not to take negative attacks personally. Increased self-respect makes you feel capable and likable.

Improved Efficiency and Effectiveness With a positive outlook on conflict, you are more likely to look for innovative ways to solve

problems. Thus, you can improve how you do things right (efficiency), as well as how you do the right things (effectiveness). Rather than trying to put out fires, you are determined to prevent them from starting.

Personal Growth By developing the behaviors needed to confront and resolve conflict, you will foster personal development and growth. Studying, practicing, and sharing the skills required to manage conflict will allow you to become a more effective and successful travel professional.

The Disadvantages of Viewing Conflict Negatively People who see conflict as a negative force often believe that no person or disagreement should get in the way of achieving a stated mission or goal. Although they may win some battles, they rarely win the war, because suppressing conflict often produces adverse consequences.

• The exchange of open and honest thoughts and feelings is limited.

• People grow to distrust each other.

• Remarks can be taken as personal attacks rather than expressions of differing opinions.

• Associates are viewed as expenses rather than investments.

• Constructive criticism or differing feedback is often unwelcome and, at times, even punished.

• There is a strong belief that the end justifies the means.

Avoiding conflict can be just as damaging as viewing conflict negatively. When people ignore conflict, they become alienated from each other. Because they do not view conflict positively,


they see discussing different points of view as an unproductive waste of time. Sometimes

people avoid conflict because they fear loss of control or hurting others’ feelings.

However, there are ways that you can challenge these negative ways of thinking and develop a positive view of conflict.

Challenging Negative Ways of Thinking How you view conflict can have an impact on your success. Viewing conflict negatively can hold you back from enjoying life, reaching your full potential, and realizing a good return on your investment of time, money, and energy. Let’s look at some ways that will help you to view conflict positively and strengthen your ability to manage conflict effectively.

• Change your self-talk. By changing what you say about yourself, you can generate a

positive view of a situation. Often, present negative beliefs were formed by negative self-talk and the feelings those thoughts produced. When a mistake happens, don’t blame yourself for making it or call yourself stupid; just realize that you inadvertently did something wrong. Admit your mistakes without trying to hide them, and then move on. Defending mistakes can often lead to further negative conflict and lower self-esteem.

• Learn to challenge your irrational thoughts. Ask yourself: Is there a reason why I think this way? Is my self-talk really correct? Would I draw the same conclusions if someone else had the same problem? Many examples of irrational thinking start with “if only.” “I would be a success . . . if only I had a better boss, if only I had a college degree, if only I was in with the right clique, if only I was younger,” and so on. The list of “ifs” can be a

long one. Although these “ifs” can have some impact on what you accomplish, you are the real boss when it comes to your career. You are the one who must make the important decisions that will affect your future, based on the choices you have.

• Identify what you want, not what you don’t want. Identify specific goals you want to achieve and then go make them happen. Don’t waste time and effort dwelling on the negative things that happened in the past or worrying about what might go wrong in the future.

Skills Needed to Resolve Conflict Professional conflict-solvers, such as judges and arbitrators, have learned the skills and

behaviors needed to resolve conflict. By strengthening the following basic behaviors, you too can learn to view conflict positively and manage it effectively.

• Intellectual behaviors: planning, analysis, judgment, perception (sensing), objectivity

• Emotional behaviors: persistence, self-discipline, results-orientation, assertiveness, enthusiasm


• Interpersonal behaviors: sensitivity, persuasiveness, written and verbal communication

• Managerial/leadership behaviors: if appropriate for your position, the ability to motivate, to delegate, and to provide guidance

In looking at these behaviors, which do you feel are your strengths? Which do you need to improve upon? After you have done this self-assessment, you might want to find out how others perceive you.

The 360-Degree Feedback Process can be an effective way to thoroughly and objectively gather and evaluate feedback from your peers, supervisor, or employees. The process is often used for managers and supervisors. The 360-Degree Feedback Process form can be used as is

or modified to focus on the areas you are concerned with. It will help you elicit honest feedback concerning how you deal with conflict, as well as how you are perceived as a leader

and, if appropriate, as a manager.

Since responses to the 360-Degree Feedback Process form are treated confidentially, a person other than the person receiving the feedback must process the results and summarize the responses. This person should never identify who said what, but rather should provide a written summary that shows the total number of replies in each response scale. Comments should be typed exactly as they were.

Once the summary is complete, it should be thoroughly evaluated by the person receiving the feedback. He or she should then meet with those who were involved to discuss the

findings and plan a course of action for improvement. Often, these meetings will also address the areas that team members need to focus on. A private meeting should be held with the supervisor of the person receiving the feedback.

Based on the feedback received from the questionnaire and the meetings, you should now have an accurate picture of your strengths as well as the behaviors you need to develop in order to manage conflict.

Focus on developing and implementing a plan that will strengthen your conflict management skills. If you listed several behaviors that require improvement, don’t work on all of them at once. Take the one you feel is a priority and establish a goal, as

well as a time frame to accomplish the goal. In a few months, your newly developed skill will make you more valuable to your agency and will enhance your image as a travel professional.

Sensing Conflict As long as you work, you will always have problems that will need your attention. The first step in solving a problem is sensing the problem—that is, identifying or determining what


the actual problem is. Once you have sensed the problem, you have taken the first step in

dealing with conflict. By learning conflict management skills, you will know how to reduce or eliminate those barriers that can prevent you from achieving desired results. In short, when you handle conflict effectively, you not only put out fires, you also prevent more from popping up.

Health care professionals constantly remind us of the importance of early detection in treating and curing heart disease, cancer, and many other illnesses. If such debilitating conditions are detected too late, treatment will rarely cure the disease. In the travel industry, the inability to sense conflict can also have devastating consequences. It is to your advantage to look for or sense areas where potential problems and conflict might exist.

Techniques for Sensing Conflict You can learn to sense conflict by using the following approaches.

Be thorough. Envision how your actions or those of others can cause, or are causing, conflict. No matter how busy your schedule may be, discipline yourself to slow down your thinking. Try to get as many answers as possible to the following questions to determine potential, as well as present, sources of conflict: Who? Why? When? What? Where? How?

Get feedback. Take the time to find out what your supervisor and associates are truly thinking and feeling. Welcome all feedback without becoming defensive. Once information

starts to flow, probe for more information by asking questions such as: In what way? How so? Can you tell me more?

Unfortunately, many people don’t want to be the first to contribute information, especially when it is of a sensitive nature. Yet someone has to take the lead. Therefore, you need to become assertive in being “the first one to step up.” Don’t wait for others to try to sense or even surface conflict. In some instances, if you don’t draw out the conflict, it may go away, but not the way you want it to.

Give feedback. Sharing your thoughts and feelings first, in a nonthreatening way, often encourages others to tell you what is on their minds and helps you build stronger, more trusting relationships. When you are the first to give sensitive information, you may be

pleasantly surprised to discover that most people will follow your lead and start to confide in you. Knowing what is really on another person’s mind can be a big help in sensing potential conflict.

Define expectations. Meet on a weekly basis with your coworkers to determine priorities for the upcoming week. If there are any major discrepancies between your lists, you can


identify areas of potential conflict. You can also review the status of any long-range goals or

projects.

This technique of clarifying priorities and expectations can be used in several ways. You and your associates might want to discuss each person’s views regarding your basic mission—that is, the reason that your agency, department, or organization exists. Once individuals share a common purpose, they no longer operate on their own agendas, thereby reducing negative conflict.

Another way to clarify expectations is to have a manager and an associate list their expectations regarding each other’s position. For example, they should list what they perceive to be the three most important responsibilities of their own job as well as the

other person’s job. Then both should explain why their responsibilities are important and discuss why there were discrepancies between their lists.

Another technique to clarify expectations is to have owners of an agency write, separately, their beliefs concerning their business. For example: What are the top three priorities of our business? What is the most important goal that must be achieved in order to grow our business over the next three years? Once done, they should complement each other for any matching responses. Wherever disparity exists, they should discuss why it exists and what should be done to ensure a consistent business philosophy.

Review performance regularly. Organizations that have performance evaluation programs often find that appraisals are late and “whitewashed.” One reason is that if the

truth is told about a supervisor or an associate who is performing ineffectively on the job, it will likely cause conflict.

No matter what your position is, ask to have an informal review of your performance every three to six months. This review does not have to be in writing. When the supervisor and associate communicate openly about how they are working together, they will often reduce negative conflict and build a stronger working relationship based on trust.

Use problem-solving tools. A number of tracking tools can help you identify potential problems and conflict. If any of the target dates are not met, it is important to determine why the task was not completed in the allotted time. Sensing problems before the final due

date will help to reduce or eliminate barriers to completing a project.

You can often pick up problem-sensing tools in travel industry literature. For example, by becoming aware of certain trends, how can you avoid negative conflict when planning an advertising strategy for the family travel market?

Assess customer service levels. Having different perceptions as to the necessary level of customer service can result in conflict between travel professionals and customers.


Regularly ask coworkers and customers questions to determine what creates conflict: What

are the most frequent causes of customer satisfaction and dissatisfaction? Why do customers stay with your agency? What do they expect from your agency?

How do customers perceive your agency’s image? Use focus groups, questionnaires, telephone surveys, e-mail, or any other appropriate method to better sense, understand, meet, or surpass your clients’ needs before your competition does it for you.

In Customer Service Excellence, Debra MacNeill, CTC, emphasizes the importance of using an effective listening technique to investigate the quality of customer service provided. She states, “Probing requires the ability to concentrate on specific wants, desires, or problems customers are experiencing in order to present viable options to suit the specific situations.

Learning to probe begins with formulating questions that elicit information.” Probing, by using open-ended questions, is an effective method to encourage people to express their

opinions, feelings, and needs.

Assessing Internal Conflict Not all the conflict we face is with other people. At times the conflict is within. You will get a better understanding of your own conflict by determining the difference between where you are and where you would like to be. The bigger the gap, the greater the internal conflict.

By developing a more thorough self-awareness, you can achieve a more holistic balance

within your life. Holistic living involves achieving balance within three dimensions: physical, psychological, and spiritual.

John Adams, in his popular workbook, Understanding and Managing Stress, says, “The goal of the holistic life style is to progress toward the positive end of each dimension.” Although there is no clear evidence that holistic living either prevents or reduces stress, it is commonly known that living a healthy lifestyle helps us withstand the effects of stress. A healthy, or holistic, lifestyle embraces good nutrition, regular exercise, and the use of techniques for coping with stress, such as yoga and meditation.

When conflict becomes evident, John Adams suggests four possible courses of action.

1. Change the system. Negotiate appropriate changes with your peers, subordinates, or supervisor. For example, role negotiation with the party in question can help to reduce (or increase, according to preference) the degree of job ambiguity. This same technique can be used to try to bring about a larger (or smaller) quantity of work or increased (or decreased) work complexity. Some form of role negotiation can, in fact, be used to address a large discrepancy (conflict) for any dimension.


2. Change attitudes and preferences. Education or training can sometimes reduce the

discrepancy between existing and preferred situations. You may also be able to identify attitudes that need to be changed in order to reduce a discrepancy.

3. Leave. For some of us, remaining in our present positions is untenable. If it is impossible to change either ourselves or our situations to reduce discrepancies, one alternative is to change positions or even careers. Because this alternative is a rather radical move, we should seriously consider the short-term costs of such a change compared with the possible long-term costs of not making the change.

4. Learn to live with the situation. If none of the other options is feasible, the only remaining option is to accept things as they are. It is important to remember that many

of our stressful experiences are self-imposed, in that we concern ourselves with things we cannot change.

The Causes of Conflict Many people are content to identify only the obvious cause of a conflict or problem. Once they determine who or what caused the conflict or problem, they rush to determine how to deal with it. They rarely look for additional causes.

Searching for a “quick fix” is prevalent in the business world, where “time is money.” Yet not determining, or sensing, the actual cause of a conflict can result in many additional problems, such as poor decision-making and a deterioration of working relationships.

You will be able to manage conflict much more effectively by knowing how the conflict really began or, if you are sensing conflict, how it may begin.

Barriers in Sensing the Basic Causes of Conflict There are many reasons why people have difficulty in sensing or determining the causes of conflict. Some of the contributing factors include:

• Experience: Some people who have accumulated much information and experience over time believe that their perception is the only correct one. Therefore, they do not see the possibility that there might be conflicting perceptions, each of which is valid.

• Faith: Others blindly, or without question, accept the information they are initially given and do not dig any deeper to find the causes of a conflict.

• Poor training: Many people have never learned how to communicate effectively in order to identify the cause of a conflict.


• Passiveness: Passive people wait for others to discuss problems or the sources of

conflict. They avoid confrontation by not directly asking for or sharing key information for fear it may offend someone.

• Aggressiveness: Aggressive individuals have hostile attitudes and are insensitive to others. They believe they are showing strength by always claiming to be right and appearing to know everything. Secure individuals with high self-esteem can admit they are not certain and need more time or help to come up with an answer.

• Time: Supervisors and associates often rush to complete tasks they perceive as urgent. By acting quickly without thinking, they don’t take the time to identify possible sources of conflict.

Cause of Conflict Menu Making attempts to visualize every possible cause of a conflict can be time-consuming and mentally draining. By looking at major categories first, you can focus on the overall cause of a conflict. When trying to identify the causes of conflict, it’s helpful to think of a menu.

Most restaurants have menus that are broken into main sections such as appetizers, salads, entrees, and desserts. Each main section is then broken down into a variety of selections, making it easier for you to choose. The same concept can be applied to determine the possible causes of a conflict.

Recall the definition of conflict: a set of divergent behaviors, values, aims, or methods. When you mentally open up your Cause of Conflict Menu, you will see four major categories: behaviors, values, aims, and methods. For conflict to exist, there must be differing views in one or more of these categories. The choices you have under these categories will change, depending on the specific conflict that is being addressed. By focusing on these four categories, you will improve the speed and accuracy with which you find the basic cause(s) of conflict. In order to determine the specific underlying cause(s), you must:

• Use techniques for sensing conflict.

• Be self-motivated to sense, identify, and resolve conflict.

• Develop the skills needed to manage conflict effectively.

• Maintain a positive view of conflict.

• Build trusting relationships.


• Probe to obtain accurate information and honest thoughts and

feelings.

Much time and money can be wasted when the cause of conflict is misidentified. This, in turn, creates frustration and inefficiency. But by using the Cause of Conflict Menu as a guide, you can pinpoint which divergent behaviors, values, aims, or methods are responsible for creating conflict.

Behaviors that Cause Conflict The time you spend in understanding human behavior—that is, how people act—is an investment that will pay future dividends. Once you understand people’s behavior, you will rely less on your “gut feelings” and more on an objective evaluation of the causes of conflict.

The following list of behaviors will give you further insight when you are determining the behavioral causes of conflict. Think of each behavior as a continuum. When behaviors at opposite ends of a continuum collide, conflict can occur. For example, when a person who is intellectually flexible interacts with someone who is intellectually rigid, there is a potential for conflict.

Intellectual Behaviors

1. Analytical ability: Isolates the fundamental parts of a complex problem; pays attention to details.

2. Learning ability: Can grasp new ideas and concepts.

3. Judgment: Has the mental ability to discern what has to be done; blends experience and knowledge effectively.

4. Planning: Sets a predetermined course of action.

5. Organizing: Lays out tasks in a logical sequence; establishes and maintains priorities.

6. Perception: Observes the details and overall scope of situations and problems.

7. Conceptualizing: Has the ability to form mental concepts and see the overall picture.

8. Objectivity: Separates fact from feeling when appraising ideas.

9. Flexibility: Can change a course of action when new information makes it apparent that

another way would be more effective.

Emotional Behaviors

1. Honest: Acts sincerely and candidly; avoids deception or playing games.

2. Persistent: Pursues aims despite barriers and disappointing setbacks.


3. Ambitious: Shows a strong desire to reach personal goals.

4. Self-disciplined: Deals with difficult or unrewarding assignments without procrastinating.

5. Results-oriented: Is determined to achieve meaningful results; concentrates on preventing or solving problems in order to reach stated goals.

6. Fast-paced: Accomplishes work expeditiously; shows a strong sense of urgency.

7. Self-starting: Starts work independently, especially without direction or in an unstructured setting; shows initiative.

8. Assertive: Has the ability to express honest thoughts and feelings while treating others with respect; shows strong self-esteem.

9. Enthusiastic: Constantly expresses a positive attitude; accents the positive sides of

situations while recognizing the negative aspects.

Interpersonal Behaviors

1. Persuasiveness: Influences the thinking of others; overcomes objections to sell ideas.

2. Sensitivity: Shows appreciation for and understanding of others; anticipates how others will feel as a result of what is said or done.

3. Gregariousness: Expresses a personal interest in people; is sociable and easy to talk to.

4. Listener: Takes the responsibility to listen to people, without judgment, by inviting the conversation to continue.

5. Communicator: Establishes common understandings; transfers thoughts and feelings with clarity; is articulate.

6. Written skills: Communicates clearly in writing.

Managerial Behaviors

1. Selects competent people: Accurately assesses people’s strengths and weaknesses.

2. Gives guidance: Lets associates know what is expected of them and suggests an

appropriate direction for their development; coaches and trains associates.

3. Motivates: Knows the personal goals of associates and helps them to achieve those goals when they perform competently.

4. Delegates: Assigns work based on associates’ knowledge, skills, and needs; shares responsibility as well as authority.


5. Expects professionalism: Encourages excellence by communicating high performance

standards; empowers people to be committed, competent, and consistent in the performance of their jobs.

6. Terminates or demotes incompetent associates: Decides objectively—or influences those who do decide—to transfer, demote, or fire nonperforming associates.

Values that Cause Conflict Values are strongly held principles that guide an individual’s or organization’s behavior. Whenever there is disparity in basic values, conflict will ignite and, if left unattended, will often explode.

Some people rarely talk about their values, even though they are important to the success of any organization. Many individuals can accept a supervisor’s or associate’s idiosyncrasies, but few people are willing to change their values. Do you know the values of the individuals with whom you work closely? Are those values similar to your own values?

When any dissimilarity is discovered, you can make one of three important choices. You must decide whether to accept, change, or leave the environment (though not necessarily the organization) that you are in. Having to endure the values of someone who opposes your rooted beliefs, just for job security, often leads to poor performance and low self-esteem. Usually no one wins in such a conflict.

If you discover many value differences that are causing you mental, and possibly physical, distress, you should seriously consider leaving your position for increased self-worth.

If more than one value difference is noted, concentrate on the one value that

• Is most important to you.

• Seems to be the underlying cause of many conflicts.

• Will produce a significant benefit for both your organization and yourself.

Then, develop a detailed plan, preferably with input from those you trust, to answer the

following questions relating to your value difference: Who? What? Why? Where? When? How? Agreeing upon and implementing a well-thought-out plan will build your confidence to resolve your differences in a positive manner.


Aims that Cause Conflict Aims relate to expected outcomes and the roles that managers and associates play in achieving them. Many successful organizations, from large to small, follow a system that defines their long- and short-term expectations. Such a system is referred to as strategic planning.

The first step in strategic planning is to clarify the organization’s mission: Why does the organization exist? Once the mission is written, plans must be developed to achieve it. These plans are determined by the objectives, goals, strategies, tasks, and values of the organization.

Being unable to understand or “buy into” any part of an organization’s strategic plan often creates negative conflict. On the other hand, if everyone shares common understandings and commitments to achieve those expectations, the only conflict that is experienced is of a positive

nature.

In order to be successful in today’s competitive travel arena, an organization must know clearly what its purpose is (mission), how to achieve that mission (objectives, goals, strategies, and tasks), and what principles will guide individuals’ behavior (values).

Developing a Mission that Matters If your agency’s managers and associates were asked, “Why does our business really exist?” how do you think they might answer? How would you and your associates answer? If the answers differ widely, every effort should be made to enhance clarity by developing a mission or statement of purpose.

A mission statement is not meant to sit around and gather dust. Rather, it should be used daily to guide behavior and goals. Developing, believing, and living the mission will result in a sense of pride and accomplishment for travel professionals who are committed to achieving it. A mission statement can also serve to reduce negative conflict.

Often a pledge to deliver quality travel products and exceptional service is the highlight of an agency’s mission statement. The mission statement should also feature a strong organizational commitment to support everyone who contributes to the company’s success. Finally, the mission statement should focus on maintaining an enthusiastic, ethical, and caring work environment where associates are provided opportunities to reach their personal goals.

A well-defined mission statement:

Specifies what an organization does and for whom it does it.

Clarifies why the organization exists (the organization’s primary purpose).

Is brief.


Is reviewed regularly or as conditions that may impact the mission change.

Becomes the environment in which everyone operates.

Many organizations operate without mission statements. Some organizations develop them but do little to ensure that everyone understands the mission and is committed and competent to achieve it.

A mission statement, when well written, allows individuals to reach their true potential and face the challenges that lie ahead.

Whether you are a travel counselor in a small agency or work in a larger setting, developing

and implementing a mission statement will take time and will produce some conflict. But once the mission becomes a way of life, the results are well worth the effort. The mission becomes

the driving force that inspires you and others to achieve both organizational and personal goals.

If you are not in a position to develop a mission statement on your own, respectfully ask your supervisor if a mission can be created. Rather than inquiring at a meeting, where you might make your manager uncomfortable or defensive, discuss it privately. Try to convince your supervisor to develop a mission statement by explaining how it will enhance your organization’s effectiveness. Mention some of the following advantages.

1. A mission statement would help us to better understand our purpose.

2. With a clear mission to guide us, everyone will be working for the same goals.

3. A mission statement will reduce negative conflict, because we would only deal with issues that relate to our mission.

4. There will be a greater sense of team spirit and cooperation if everyone contributes in creating the mission and supporting it.

There may be some uneasiness during the discussion of a mission statement, especially if this subject has never been brought up before. Therefore, use persuasiveness to resolve or prevent

conflict.

Before the meeting, visualize what your supervisor may say and how you would respond. Convince your supervisor that putting together a mission will add to the good things that “we” have already accomplished. When you feel it is appropriate, use humor to reduce any tension. Avoid giving your supervisor the feeling that he or she needs to do something different in order to improve upon a bad situation.


As you try to persuade your supervisor to develop a mission statement, mention the many

ways it will benefit your organization. A mission statement:

Empowers an organization to set and reach more ambitious sales and profit goals.

Facilitates brainstorming.

Encourages universal solutions through consensus.

Encourages associates to act more efficiently and effectively.

Enhances interdepartmental support of a common mission.

Promotes positive, not negative, conflict.

Fosters personal development so associates can reach their personal and professional goals.

Allows associates greater control over their future.

Breaks down status differentials, allowing everyone to be an “owner.”

Builds stronger relationships, thereby reducing stress-related problems.

Increases self-esteem.

Resolving Conflict Effectively resolving conflict is an ongoing process. It requires developing conflict management skills as well as learning how to determine the real cause of conflict. No matter how great a conflict is, you can learn to resolve or reduce your conflict in a positive manner. But first, you need to understand how you respond when you encounter conflict.

Conflict Response Methods There are five main methods of dealing with conflict: ignoring, repressing, demanding,

negotiating, and innovating. Knowing the various ways to deal with conflict can help you to understand more clearly what action you are taking, what actions others are taking, and which method is best for you to use.

Let’s look more closely at the five methods of dealing with conflict.

Ignoring: People who respond to conflict by ignoring it or saying that it doesn’t exist are like ostriches. They put their heads in the sand, hoping it will go away; they retreat from conflict.


Sometimes, retreating can be a smart thing to do. It may be the wisest course of action when

people are too angry to talk, need more information or feedback, or are developing a plan. Also, if the conflict is unimportant—that is, it doesn’t relate to the organization’s mission or values—it is best to walk away, at least mentally.

Repressing: When individuals don’t want to hurt the feelings of others, they tend to repress conflict. They are more concerned with maintaining or strengthening interpersonal relations. When people respond to conflict by repressing it, they hope that tranquility will win out if they just hide what bothers them. While generally not a good long-term solution, repressing may be acceptable when a conflict is unimportant or when repressing a conflict may save or strengthen a relationship.

Although it is important to be sensitive to individuals’ feelings, remember that you don’t have to “own” their feelings. One major reason for conflict is that people take things too personally.

Demanding: Individuals who abuse their roles and authority often demand that conflict be resolved their way. They use the power of their positions to impose a resolution to conflict. Usually inflexible, they would rather tell people what to do than try to influence them. They think in terms of “I,” rather than “we.” Loyalty to their organization or team members is almost nonexistent.

Sometimes, when a conflict cannot be resolved, a person with authority will have to decide. Consider the example of a sales manager who tries to influence her travel agents to accept her sales goal of 9 percent increase over last year. The agents disagree, thinking that even 6

percent is too high. After the sales manager explains the new strategies that would be used, the agents still don’t accept her sales goal. At this point, the manager should use her authority to have the agents comply. When speed is a prime concern, the demanding method of conflict resolution may be useful.

Negotiating: Also referred to as compromising and bargaining, negotiating uses a give-and-take approach to resolving conflict. Negotiating an end to conflict requires individuals to focus on working collaboratively to solve the problem. Negotiating works well when people show some degree of flexibility—the two sides might start at opposite ends, but eventually they end up somewhere in the middle. Attention is placed on achieving “our” goal through mutual gain.

The disadvantage to this method is that in achieving their aim, people must give up something in order to gain something else, sometimes giving them the feeling they were manipulated or “tricked” into it. This, in turn, can lead to distrust. Ignoring, repressing, and demanding then become the norm for solving conflict.

Innovating: Using the innovative method of resolving conflict allows new perceptions to surface. By using focused listening, rather than debating, innovative conflict-resolvers elicit more input. The result of this inventive approach is that anyone involved feels free to


contribute creatively. Even if fresh ideas run dry, individuals are more committed to the final

outcome because they were encouraged to actively participate and be a part of forming the future. Innovating is normally the best approach to use with a team.

The innovative method achieves positive results when individuals are skilled in achieving consensus, have a common understanding of the problem, are allowed enough time to complete the method, and are committed to the practice of it.

Team Conflict When conflict stems from how teams and team members interact, sometimes you will need to seek assistance from managers, consultants, or team facilitators. However, you must be careful not to depend on them too much to resolve issues or make decisions for your team.

Teams should not relinquish their responsibilities to management or anyone else simply

because various conflicts arise.

The enjoyment that comes from being an integral member of a respected team does not come because there is an absence of conflict. It comes because the team has learned how to manage it. Team members who view conflict as being positive and who deal with it in a positive manner will certainly succeed at achieving significant “returns” for their organizations and for themselves.

Managing Conflict Assertively Assertiveness, passiveness, and aggressiveness are behavior patterns that influence how

we deal with conflict. These behavior patterns have different levels of respect for human rights. Each human being has basic rights, regardless of that person’s status in life. Some of those rights are the right to be treated with respect; the right to say “no” without feeling guilty; the right to express your true thoughts and feelings without feeling guilty; and the right to feel good about who you are or will be.

In order to maintain your basic human rights and to deal with conflict effectively, assertiveness, rather than passiveness or aggressiveness, is the best behavior to adopt. To master assertiveness, it is important first to understand what it is.

Assertiveness is a learned behavior that allows individuals to achieve their basic human rights by expressing their honest thoughts and feelings while respecting and encouraging

the expression of others’ thoughts and feelings. Assertive people show respect for everyone’s basic human rights. They realize that it is a sign of strength to admit one’s mistakes, to ask for help, and even to admit they don’t know. Assertive people personify strong self-esteem. They are risk-takers and are usually even-tempered. Rather than waiting for others to resolve conflict, assertive people put control of their future into their own hands, not someone else’s. You will be able to bring out the best in others and yourself when you learn to act assertively, especially when you deal with conflict.


Passiveness is a behavior that reflects acceptance of others’ thoughts and feelings without

objection or resistance. Because passive people lack confidence in themselves, they show little or no respect for their own basic human rights. In many cases, they do not feel very competent about their own abilities and do not feel liked by others or even by themselves. They are normally not risk-takers, thereby restricting their own professional and personal growth.

Aggressiveness is a behavior that reflects hostile attitudes and damaging actions that are taken by those who are insensitive to others. Aggressive people show little or no respect for others’ basic human rights. They use their power, from such sources as their positions or knowledge, to achieve results. They are not team players, unless they are “playing games” with “their own” ball. Because they do not trust people, aggressive people treat associates as

expenses rather than investments.

Passive-aggressive people outwardly show little respect for their own basic human rights, but in reality, they are concealing their aggressiveness. These people are often referred to as “back-stabbers,” because while agreeing with you, they are plotting, without your knowledge, how to get their way or to get even.

At times, when dealing with conflict, you will need to exhibit all three behaviors: assertiveness, passiveness, and aggressiveness. Although the most effective influence style is assertiveness, at times, depending on the complexity and level of the conflict, it is necessary to exhibit aggressive and passive behaviors as well.

Since there are so many benefits to being assertive, such as strong self-esteem, it is to your advantage to learn a variety of ways to assert yourself. The more techniques you know and use, the sooner you will become more assertive.

Mental aikido is a useful method in dealing with conflict, because it can help you to comfortably accept criticism and different points of view without becoming defensive.

Aikido is a martial art. Visualize a man holding up his hand in front of you. He asks that you hit his upheld hand with your fist. Using all your force, you hit his hand. Since he did not move his hand when you hit it, he stops the forward motion of your swing.

Again he asks you to hit his hand with your fist. This time, a split second before you are about to punch him, his fingers wrap around your fist. He then backs his hand away, while still holding on to yours, controlling the force you just threw at him.

He accomplishes two things. First, by offering no resistance to your jab, he felt no pain. Also, by directing the momentum of your punch, he was in control of what was happening.


Use mental aikido (control) when any negative or differing feedback (mental fist) comes

your way. Don’t fight the feedback. Instead, accept the feedback by allowing it to come to you. Stay in control by deciding, on your own, whether or not you agree with what is said. However, if you explode in anger or hide from conflict, your start to lose control by giving in to the force.

Summary Because people have divergent behaviors, values, aims, and methods, conflict will always be present in any environment. The hectic pace of the travel industry compels travel professionals to cope with change on an almost daily basis, which can also lead to conflict. When not handled effectively, conflict can be devastating to individuals and to organizations. This paper has provided you with strategies to reduce the distress that

accompanies negative conflict.

As you learn to manage conflict assertively and help others to resolve conflicts, you will foster your own growth as a trusted and valued professional.

Date post:	23-Mar-2020
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