Disputes outside the organisation.
WHY IT DIFFERS
The relationship is commercial and either party can end it.
WHAT CAUSES IT
Unmet expectations Quality or delivery failures Payment disputes Scope disagreements Poor communication
WHY UNMET EXPECTATIONS DOMINATE
They usually originate in what was agreed, or not agreed, at the outset.
WHAT TO ESTABLISH FIRST
What was actually agreed.
WHY
The document settles most disputes, or reveals that it was inadequate.
WHAT TO DO
Listen fully before responding.
WHY
Most complainants want to be heard before they want a remedy.
WHAT TO ESTABLISH
What outcome they actually want.
WHY
It is frequently smaller than the volume of the complaint suggests.
WHAT TO SEPARATE
The emotion from the substance.
WHAT TO ADDRESS
Both, but separately.
WHAT TO AVOID
Responding to aggression with aggression Defending before understanding Blaming others Making concessions purely to end the conversation
WHY THAT LAST POINT
Concessions made to stop discomfort establish expectations.
WHAT TO DO IF YOU WERE AT FAULT
Acknowledge it and remedy it.
WHY
It resolves most disputes immediately.
WHAT TO DO IF YOU WERE NOT
Explain, with evidence, calmly.
WHAT TO ESTABLISH
Whether the relationship is worth preserving.
WHY
Some customers cost more than they contribute.
WHAT TO DO ABOUT ABUSIVE BEHAVIOUR
Protect your staff.
WHAT TO ESTABLISH
That staff may end abusive interactions.
WHY
Requiring people to absorb abuse is a management failure.
WHAT TO RECORD
The dispute, the communications and the resolution.
