EZ Training www.eztraining.co.uk Tel: 0745 4433773 Dee Mallon SIA - - PowerPoint PPT Presentation

EZ Training

www.eztraining.co.uk Tel: 0745 4433773

Dee Mallon

SIA Security licence-linked training Training courses include: Avoiding conflict and reducing personal Avoiding conflict and reducing personal Avoiding conflict and reducing personal Avoiding conflict and reducing personal risk risk risk risk

Positive communication Positive communication Positive communication Positive communication

• The jigsaw puzzle when you communicate
• The communication cycle, and what might be clear to you….
• People interpret (decode) messages in their own individual way...

Think of a cat with stripes!

• How you may become frustrated at other people’s

inability to understand you. However…..

The attitude and behaviour cycle The attitude and behaviour cycle The attitude and behaviour cycle The attitude and behaviour cycle

Managing customers expectations Managing customers expectations Managing customers expectations Managing customers expectations

• Inability to meet the customer’s needs can sometimes result in conflict.
• Frustration, Anger, Aggression, Violence (FAAV)
• Understanding the common causes of frustration in your

workplace, can help you respond to situations more appropriately and effectively, and ideally avoid them happening in the first place.

• Be proactive and provide a high quality service at all times.

The difference between positive and negative behaviour The difference between positive and negative behaviour The difference between positive and negative behaviour The difference between positive and negative behaviour

• To `manage` unrealistic customer expectations, you should always be

prepared to explain the organisations rules and decisions. Most people are willing to accept them…..

• Positive behaviour will make people feel comfortable and often goes

unnoticed because it comes across as natural behaviour. It does not distract people, make them feel uncomfortable or alarmed and therefore helps communication.

• Aggressive is negative behaviour (DRA & signs of escalation + 100% eye contact)
• Passive is negative behaviour. (Unconfident and staff may not feel safe, or see as a

weakness and take advantage. 30% eye contact)

• Assertive is positive behaviour (Firm, polite, respectful, confident. 75% eye contact)

Empathy Empathy Empathy Empathy

• An effective tool. Acknowledging people’s feelings and actively

listening to them shows that you are trying to understand their

• problem. This can help build trust and a rapport with them.
• Actively listen to the customer;
• Paraphrase with them to show that you are listening to them;
• Ask open questions;
• Build a rapport with the customer and gain their trust.

The ` The ` The ` The `fight fight fight fight or

• r
• r
• r flight

flight flight flight` response ` response ` response ` response

• When people are angry and upset the emotional part of the mind

quickly escalates and their ability to think rationally decreases.

• If people are seriously threatened they experience an extreme emotional

response known as FIGHT or FLIGHT, which prepares their body for action.

• The hormone adrenaline floods their body to prepare them for any danger,

which increases the heart rate;

• Eyes can widen to take in as much information as possible and focus on the

threat, and their hearing concentrates more on the threat;

• Blood is pumped to the vital muscles enhancing strength and speed;
• Their thought process becomes less rational;
• Overall the body is geared up for action - whether that is by choosing FLIGHT or

FIGHT.

Triggers Triggers Triggers Triggers

A form of negative communication that might make someone lose their A form of negative communication that might make someone lose their A form of negative communication that might make someone lose their A form of negative communication that might make someone lose their temper. temper. temper. temper.

• At all times try to avoid behaviour that could `trigger` an angry response

from a customer, or make them worse.

• Drink, drugs, existing emotions and mental illness can result in the

person being easier triggered.

• Some examples of `triggers` may be

Someone being: disrespected; not being taken seriously; let down; ignored; confused; embarrassed; threatened or afraid; laughed at; rejected; patronised; ridiculed; kept waiting

Inhibitors Inhibitors Inhibitors Inhibitors

can help people stop and think about their actions before becoming angry or can help people stop and think about their actions before becoming angry or can help people stop and think about their actions before becoming angry or can help people stop and think about their actions before becoming angry or violent violent violent violent

• A rational person thinks about the consequences.
• Some examples of inhibitors are:

legal consequences – civil or criminal action being taken; fear of retaliation – including injury or death; social responsibilities – family, mortgage, loss of job; personality – values and belief that aggression is not acceptable: self-control – their ability to control their anger; loss of personal items – mobile phones, money, clothing; jewellery training and previous experience of violence.

The timely and appropriate use of inhibitors can greatly reduce the risk of The timely and appropriate use of inhibitors can greatly reduce the risk of The timely and appropriate use of inhibitors can greatly reduce the risk of The timely and appropriate use of inhibitors can greatly reduce the risk of conflict and violence. We have to remind the customer of the consequences conflict and violence. We have to remind the customer of the consequences conflict and violence. We have to remind the customer of the consequences conflict and violence. We have to remind the customer of the consequences in the hope they do not say or do anything they may regret. in the hope they do not say or do anything they may regret. in the hope they do not say or do anything they may regret. in the hope they do not say or do anything they may regret.

A A A A Dynamic Risk Assessment (DRA) Dynamic Risk Assessment (DRA) Dynamic Risk Assessment (DRA) Dynamic Risk Assessment (DRA) should always be used as should always be used as should always be used as should always be used as situations can continuously change. situations can continuously change. situations can continuously change. situations can continuously change.

• A DRA will greatly assist us in recognising danger, avoid it and manage it safely
• It will also help us recognise any potential signs of escalation such as:

staring (very strong eye contact); frowning; flushed red face, or pale; stepping in and invading personal space; pointing a finger; head thrusting forward; 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 intending to strike; ranging a strike; pupils dilate; rapid heavy breathing; rapid hand and body shifting movements;

• ffensive words; raised tone; threatening gestures.

Barriers to communication Barriers to communication Barriers to communication Barriers to communication

• Various factors can have a profound impact on communication.
• Such factors can include:

background noise; psychological noise; accents; use of jargon or slang words; drink or drugs; disabilities; vulnerability emotions; lack of understanding and confusion; ego; peer pressure; dislike of being told to do (or not to do) something

Barriers to communication Barriers to communication Barriers to communication Barriers to communication

It is important that we choose the most appropriate way of dealing with people, as It is important that we choose the most appropriate way of dealing with people, as It is important that we choose the most appropriate way of dealing with people, as It is important that we choose the most appropriate way of dealing with people, as everyone is different and have their own cultures, beliefs, upbringing. everyone is different and have their own cultures, beliefs, upbringing. everyone is different and have their own cultures, beliefs, upbringing. everyone is different and have their own cultures, beliefs, upbringing. Words + Tone Words + Tone Words + Tone Words + Tone + Body language = communication + Body language = communication + Body language = communication + Body language = communication

Spatial awareness Spatial awareness Spatial awareness Spatial awareness

The distance we are to someone can have a profound impact on how we communicate with them. Exit routes are important.

• 3 zones of space that surround us:

How to demonstrate non How to demonstrate non How to demonstrate non How to demonstrate non-

• aggression:

aggression: aggression: aggression:

• Avoid showing signs of escalation;
• Avoid standing `square on`;
• Use `open palms` (PALMS acronym);
• Use slow deliberate hand gestures (away from their face);
• Traffic lights (Assertive, More assertive, Aggressive);
• Maintain a positive `behaviour cycle`;
• Look for a win-win situation;
• Stay calm and rational, do not let your emotions take over;
• Consider a `switch` with a colleague, or `pass the baton`;
• Use an `exit strategy` when faced with a dangerous situation.

Good practice following a conflict situation Good practice following a conflict situation Good practice following a conflict situation Good practice following a conflict situation

• Although there are many ways in which to reduce the risk of assault,

unfortunately there are times when despite using the correct methods, an incident can still occur.

• These incidents, which may result in a abuse and/or assault, can have

a significant effect on the victim, and you need to know how to reduce the impact to those concerned.

• The support may depend on how serious the incident was and how

people are affected (physically and/or emotionally)

• Importance of briefs, de-briefs, reporting, duty of care, improvements

and avoidance

Section 2 of the Health & Safety at Work Act 1974 places a responsibility on employers and states:

“It shall be the duty of every employer to ensure so far as is reasonably practicable the health, safety and welfare at work of all his employees” The Health & Safety Executive provides a definition of workplace violence as: “Any incident in which a person is abused, threatened or assaulted in circumstances relating to their work”. In basic terms this means that employers have a statutory duty to do everything that is `reasonable and practicable` to help remove or minimise any risk to their employees, this also includes any violence to their staff.

Money, time & trouble v’s v’s v’s v’s The risk:

• Long or short term:

disruption to the business and loss of production; conflict to, from and among staff; stress; anxiety; depression; sickness; insomnia; fear; PTSD; low morale; loss of staff; poor customer service and reviews.