In the course of doing business, it is inevitable that conflicts will arise. But these conflicts can be minimized – or hopefully avoided – by consistently implementing good business practices based on industry recommended practices.
TMC’s S.16 Service Provider Study Group recently completed work on TMC RP 1608, Conflict Resolution Guidelines. This RP (Recommended Practice) offers a template for resolving conflicts which may take place during different forms of business transactions between equipment owners and third-party maintenance/service providers.
This RP can be used whether the conflict begins with the service provider or the equipment owner and/or user. It provides a structure so that communication stays on point and the end result is a mutual agreement and resolution of the conflict.
The end result should not negatively affect the relationship between the parties, but rather should strengthen communication between them.
This document does not focus on how to get out of uncomfortable situations. Rather, it looks at how to address them properly and preserve relationships. RP 1608 provides a systematic approach to handling these situations while maintaining a courteous, respectful and professional demeanor.
Along with documenting the conflict resolution process, it offers strategies for making good decisions at every point in what TMC defines as a six-stage process.
Stage One: Acknowledge
The first step is a quick and immediate response. It is best to address the conflict as it happens. It is easy to assume that an issue will diffuse itself simply by letting time pass. But this is not the case.
Problems must be responded to immediately and brought to resolution to help preserve business relationships. Demonstrating a sense of urgency is the key. Relationships should never be taken for granted.
If a conflict arises in one department that can affect another department, it is important to ensure that both departments are aware of the problem.
Stage Two: Isolated Area
Should conflict arise, move to an isolated area (e.g., office, conference room or other area). This will minimize interruption to normal business while focusing on the true issues of the conflict in a quiet and isolated environment.
This also shows the customer that the service provider is respectful and demonstrates the utmost level of professionalism in handling this very important situation.
This approach does not apply only to face-to-face contact at the service provider's physical location. The same rules apply when using the telephone and Internet, or if the situation warrants it, a visit to the customer’s location.
Stage Three: Listening
It is necessary to clearly understand the issues. Do not roll your eyes and rehearse what you are going to say. Instead, truly listen and be empathetic to the situation.
It is important that both parties understand each other’s issues and see both points of view so dialogue can be established.
Seek first to understand, then be understood. Ask probing questions only when the customer has completed his or her statements. Take notes as the customer is talking (this demonstrates listening), and do not be defensive or try to dominate the discussion.
Body language is important. Crossed arms can come across as condescending and authoritative. Do not try to place blame, win the argument or make character attacks. These are all things that destroy communication. Each person should be able to speak.
If you are not certain what the other person is trying to say, try paraphrasing what you think they are trying to say by beginning your statement: Mr. Customer, what I think I am hearing you say is..., or: Am I on base with this? Once the issue is clearly understood, the process of finding a mutually agreeable solution can begin.
Stage Four: Lay Out All of the Facts and Documentation
When all documentation and facts are present, it will allow a complete analysis of the issue and will help determine the resolution to the problem.
Stage Five: Come To a Mutually Agreeable Solution
This means each party has understood the other’s concern. Seeking fairness for each party is the established goal.
This does not mean “giving away the farm” or “pay the bill if you want your truck.” It is identifying where each side could have done things differently and how you can solve the issue in a manner that makes both sides feel positive.
Remember, the main goal here is to preserve the relationship.
Stage Six: Follow up
As a follow up, the service provider should lay out what the agreed upon solution was, then review it in a timely manner to confirm it was accepted. This can be accomplished in different ways, and both parties should agree to the preferred method of communication (e.g., phone call, email or visit).
This also provides an opportunity to thank the customer for his/her business and will reinforce retained business.
Both parties should discuss and agree on what a timely follow up should be, and this should happen at the earliest opportunity understanding it does take time to research issues.
Kenneth Calhoun is the immediate past chairman of TMC’s S.16 Service Provider Study Group and vice president of customer relations for Truck Centers of Arkansas (www.truckcentersar.com), a full-service dealership with headquarters in North Little Rock, Ark. TMC is North America’s premier technical society for truck equipment technology and maintenance professionals (www.trucking.org/Technology_Council.aspx). It is a part of the American Trucking Associations (www.truckline.com), the largest national trade association for the trucking industry.
