"Managing and Resolving

C o n fl i c t s in the B F S I Sector:
S c e n a r i o - B a s e d S o l u ti o n s "
GROUP 2
I n t r o d u c ti o n

C o n fl i c t is a d i s a g r e e m e n t or diff erence of o p i n i o n
b e t w e e n i ndi vi dual s or g ro u ps . It c a n b e a natural
p h e n o m e n o n t h at o c c u rs in ever yday life, b u t it c a n
also l e a d to vi o l ence a n d wa r in certai n situati ons
Co-worker Scenario

Ka ra n a n d A h m e d were d i s c u s s i n g their
client d ata base. Aft er a few d ays Ka ra n
realises A h m e d h a s a p p ro a c h e d o n e of
his pro pa ble customer. Ka ra n is u p s e t a n d
a s k a h m e d w h y d i d h e a p p ro a c h t he
p e rs o n w i t ho u t i n fo r m i n g him. This leads
to conflict b e t w e e n t hem .
How do you think karan and
Ahmed should manage the
conflict?

Ka ra n a n d A h m e d s h o u l d h a n d l e t h e co nfl i c t
o p e n l y a n d honestly. T h ey can:

1.S c h e d u l e a distracti on-free m e e ti n g .

2. S h a r e their perspecti ves.
3. L i ste n acti vely.
4. Identi fy c o m m o n goals.
5. A g r e e o n a plan.
6. Fo l l ow u p to e n s u re resoluti on.

This co nstructi ve a p p r o a c h fosters a bett er

professional relati onship a n d collaborati on.
What gave rise to conflict in the situation?

T he conflict originated from unclear

c o m m u n i c a ti o n and pro c edures in client
m a n a g e m e n t . A h m e d a p p ro a c h e d o n e of Karan's
potenti al c u s t o m e rs w i t ho u t i n fo r m i n g him,
c a u s i n g frustrati on d u e to b y p a s s i n g Karan's role,
h i g h l i g h ti n g a m i s a l i g n m e n t in expec tati ons a n d
c o m m u n i c ati o n .
Is it i m p o r t a n t to re s o l ve c o n fl i c t at
t h e r i g h t ti m e ? W h y ?

Re s o l v i n g co nfli c t s p ro m p t l y is crucial to
prevent escalati on, m a i n t a i n relati onships,
b o o st producti vity, clarify expectati ons, a n d
foster a positi ve culture. T i m e l y conflict
resoluti on is key to s a fe g u a r d i n g overall t e a m
d y n a m i c s a n d performance.
H o w w o u l d y o u feel if y o u w e r e
i n t h a t s i t u ati o n ?

If I we re in t h at situati on like Karan, feeling

e xc l u d e d f ro m client m a n a g e m e n t , c o n c e r n s
about team c o m m u n i c a ti o n arise. A
con st r u c ti ve conversati on is crucial for clarifying
misunderstandings and improving future
situati on m a n a g e m e n t .
H o w w o u l d y o u re s o l ve t h i s c o n fl i c t ?
To resolve t h e conflict, I would: a r ra n ge a c a l m m e e ti n g w i t h A h m e d ,
ex pres s m y feel i ngs w i t h o u t b l a m e , listen to hi s perspecti ve, d i s c u s s
protocols, fi n d soluti ons, a n d follow u p to s t r e n g t h e n future
c o m m u n i c a ti o n a n d collaborati on.
Supervisor scenario

Alexa h a s n o t b e e n a b l e to close his

i n s u ra n c e calls d u e to w h i c h h u s super visor
h a s b e e n s c o l d i n g h i m Alex k n o w s his
p r o d u c t well fi n d s difficult in ex p l a i n i n g a n d
a s k i n g questi ons. H i s super visor is not
c o n s i d e r i n g this situati on
H o w d o y o u t h i n k A l ex s h o u l d
m a n a g e the conflicts?

Alex faces c o m m u n i c a ti o n c h a l l e n g e s aff ecti ng

p e r fo r m a n c e ; his supervisor's s u p p o r t l a c k i n g wo rs e n s
it. To a d d r e s s this, h e s h o u l d a s s e s s ga p s , s e e k feedback,
d e ve l o p skills (acti ve listening, q u e sti o n i n g , role-
playing), c o m m u n i c a t e w i t h his super visor proacti vely,
re q u e st support, stay c a l m a n d constructi ve, off er
updates. This proacti ve a p p r o a c h c a n e n h a n c e his skills
a n d m a n a g e his relati onship eff ecti vely.
W h a t g a v e rise to c o n fl i c t i n t h e situati on?

h e conflict in Alex's situati on s t e m s f ro m c o m m u n i c a ti o n

a n d p e r fo r m a n c e issues, l a c k of super visor support,
m i s m a t c h e d expectati ons, a n d failure to a d d re s s
u n d e r l y i n g c o m m u n i c a ti o n challenges. T h e s e factors
escalate into conflict b y c re ati n g a b re a kd o w n in
u n d e rsta n d i n g .
 Is it i m p o r t a n t to re s o l ve c o n fl i c t at t h e r i g h t ti m e ? W h y ?

Re s o l v i n g Alex's co nfl i c t p ro m p t l y is crucial to p re v e n ti n g d e c re a s e d
p e r fo r m a n c e , r e d u c i n g stress, p r o m o ti n g g row t h, i m p r o v i n g relati onships, a n d
av o i d i n g escalati on. It is essenti al for c o m m u n i c a ti o n , morale, a n d Alex's
performance.
H o w w o u l d y o u feel if y o u w e r e
i n t h a t s i t u ati o n ?

If in Alex's shoes, I'd feel frustrated a n d stressed d u e to: 1. Frustrati on from

k n o w i n g b u t n o t c o m m u n i c a ti n g well; 2. Pressu re f ro m super visor with ou t
fe e d b a c k c a u s i n g in a d eq u a cy; 3. Self-d o u b t a n d anxiety a b o u t performance; 4.
Desire for g r o w t h b u t feeling s t u c k wi t h o u t g u i d a n c e . S e e k help, c o m m u n i c a t e
o p e n l y wi t h supervisor, a n d wo r k o n o v e r c o m i n g c o m m u n i c a ti o n barriers while
m a n a g i n g stress eff ecti vely.
H o w wo u l d you resolve this co nfl i ct?

To a d d re s s t h e conflict, I'd proacti vely c o m m u n i c a t e with

m y supervisor, assess m y c o m m u n i c a ti o n challenges,
re q u e st fe e d b a c k a n d training, wo r k o n i m p ro v i n g m y
skills, u p d a t e m y super visor o n progress, a n d m a i n t a i n a
positi ve o utl o o k for co nfl i ct resoluti on a n d personal
growth.
Customer Scenario

A c u s t o m e r a p p ro a c h e s you a n d fires you

s ay i n g o n e of your co l l eag u es sold t he policy
w i t h o u t ex p l a i n i n g t h e te r m s a n d conditi ons
as a result t h e c u s t o m e r ga v e to s p e n d rs
15000 extra. n o w h e wa nt s to w i t h d raw from
t h e policy a n d also threatens to s u e your
organizati on
W h a t will yo u do?

I n this scenario, it's vital to stay cal m,

professional, a n d fo c u s e d o n resolving
t h e c u sto m e r ' s c o n c e r n s b y listening,
e m p a t h i z i n g , a n d off ering soluti ons to
d e m o n st ra te your commitment to
c u s t o m e r sati sfacti on.
W h a t g a v e rise to c o n fl i c t i n t h e s i t u ati o n ?

Several factors c o u l d escalate conflict: defensiveness, l ac k

of e m p at hy, slow resoluti on, inflexibility,
m i s c o m m u n i c a ti o n , a g g r e s s i v e tone, u n c l e a r terms, a n d
failure to ta ke responsibility. Careful handling with
empathy and proacti ve problem-solving can prevent
co nfl i c t escalati on.
Is it i m p o r t a n t to re s o l ve c o n fl i c t at
t h e r i g h t ti m e ? W h y ?

It's crucial to resolve co nfl i c t s promptly, especially to

m a i n t a i n c u s t o m e r trust, p reve nt escalati on, r e d u c e
fi n a n c i a l risks, u p h o l d b ra n d reputati on, e n h a n c e
c u s t o m e r experience, b o o st internal efficiency, a n d
learn f ro m incidents. Early inter venti on is ke y for
success.
H o w w o u l d y o u feel if y o u w e r e
i n t h a t s i t u ati o n ?

I n t h at situati on, I'd feel e m p a t hy, responsibility,

p re s s u re to resolve co nfl i c t s swift ly, frustrati on
w i t h m i s c o m m u n i c a ti o n s , d e te r m i n ati o n to fi n d
fair soluti ons, c o n c e r n for t h e c o m p a n y ' s
reputati on, a n d a professional ob l i gati on to
h a n d l e i s s u e s eff ecti vely.
H o w wo u l d you resolve this conflict?

To resolve c u s t o m e r conflicts, I w o u l d listen

acti vely, a d d re s s concer ns, off er soluti ons,
m a n a g e l ega l threats calmly, follow up, a n d
m a i n t a i n a positi ve atti tude to rebuild trust
a n d e n s u re fair resoluti ons.
 Conclusion
C o n fl i c t c a n h ave b o t h positi ve a n d n e gati ve
o u tco m e s .C o nfl i c t c a n r u n t h e g a m u t f ro m m i n o r
a n n o ya n c e s to physically violent situati ons. At t h e s a m e
ti me, co nfl i c t c a n increase creati vity a n d innovati on, or it
c a n b r i n g o rga n i zati o n s to a g r i n d i n g halt. There are
m a n y diff erent typ e s of conflict, i n c l u d i n g interpersonal,
intrapersonal, a n d intergroup.
 T h a n k you!
D o y o u h a v e a n y q u e s ti o n s ?