1. Listening in complaint handling Dene Bannister Team Manager Member Induction 2015

2. ‘Most people do not listen with the intent to understand; they listen with the intent to reply’ - Steven R. Covey

3. What are you doing if you are listening effectively? Prevent internal “mind chatter” Delay construction of a response Neutral minimal encouragers Venting occurs Waiting for caller to take intake of breath Summarise and check Listening to understand complaint

4. Active listening tips Pay full attention to the speaker Finish listening before starting to construct reply Pay full attention to the answers (ass/u/me) Listen for key words and phrases; complainant is likely to repeat key things Let the complainant vent and speak uninterrupted Stand up during difficult calls Understanding the difference between interests and positions

5. ‘We have two ears and one mouth, so we should listen more than we say’ - Zeno of Citium

6. ‘You’re short on ears and long on mouth’ - John Wayne

7. Talking effectively Use neutral minimal encouragers Check with complainant you have understood what they are telling you Remove but from the middle of any sentence (replace but with and) Adopt the role of the naïve enquirer Using complainants own words when checking understanding Keep head up when talking on the phone Asking open questions

8. Why do we ask open questions? To allow the complainant to “tell their story” and “be heard” Develop trust Get opinions as well as feelings To clarify the complainants needs and expectations To facilitate the exchange of information which is relevant to the resolution of the complaint

9. Open vs closed questions The most useful open questions start with “what” or “how”. Use 10 words or less Open questions: Closed questions: Is there anything else? What else is there? Have you got some ideas? What ideas do you have? Would you be prepared to…? How prepared would you be to…? Are you okay with the apology? How does it feel to hear the apology? Have you got any ideas about how the trust can be rebuilt? What ideas do you have about how to rebuild the trust?

10. The skill of reframing Definition: “The process of changing the way a thought is presented so it maintains its fundamental meaning but is more likely to support resolution efforts” - Bernard Mayer

11. Reframing Can occur at any stage of the complaints handling process Can be achieved by changing either the words or the context of a complainant statement The complaint handler is often able to reframe the complaint or part of it to enable a complainant to see or conceptualise the complaint differently

12. Reframing Two people in dispute can both appear to be in the same circumstances: One will see it as challenge and opportunity The other will see it as defeat and failure It all depends on how each of them individually conceptualise the circumstances they experience Their perception of ‘frame’ will invariably be coloured by other events and time

13. Reframing Changing the words occurs when the complaint handler: Paraphrases Summarises Puts a series of statements into a more logical sequence Restates issues in more general terms Neutralises negative statements

14. Reframing How to reframe: Neutral language Person to problem As an issue Position to interest Offer to option Past to future

15. Reframing examples Reframing person to problem “You have no idea what it is like to work for her. She is a control freak and couldn’t care less what anyone else thinks.” “I’ve heard you say she is controlling. Can you tell me more about how decisions are made in the workplace?”

16. Reframing examples Reframing as an issue Before reframing the statement was: “He breached the contract” After reframing the statement becomes: “You are concerned about how the terms of the contract were carried out?”

17. Reframing examples Reframing offer to option Positional statements can also be converted into options For example, before reframing: “My final offer is $10,000, take it or leave it!” After reframing the statement becomes: “One option is that there be a payment of money. Are there any other ways of satisfying each of your needs?”

18. Reframing examples Reframing past to future Before reframing: “He wouldn’t know the meaning of integrity. All of our dealings have been built on betrayal and mistrust.” After reframing the statement becomes: “When you reach an agreement today, that agreement should be as clear and as capable of implementation as is possible for both of you. How can that be achieved?”

19. Positions and interests Positions&Interests What you say you wantWhy you want it Positions are lines in the sand;Interests are what fixed and inflexiblemotivate people to negotiate

20. Positions and interests Act on what you hear by: Separating the person from the problem – you currently share a problem Summarising using some of the complainant’s own words Removing the words “always” and “never” from your complaint handling vocabulary Checking that you fully understand the complaint before raising the subject of possible resolutions Building empathy – it’s the most direct path to resolution

21. Questions?