Managing the Dummy Spit Emotions in Complaint Handling June 2011
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1 Managing the Dummy Spit Emotions in Complaints Dr Anne Lytle & Nina Harding Emotions in Complaints: Who Cares? Unpleasant and stressful for us as the people handling difficult situations Unpleasant and stressful for them Potentially detrimental to our organisations to have unhappy customers/clients If either party s emotions escalate out of control, they can exacerbate the situation and result in negative consequences for any or all Lytle & Harding All Rights Reserved 1
2 Session Roadmap Emotional Intelligence: A Framework for understanding emotions Emotions: Why do we have them? Emotional Intelligence Competencies relevant for complaints Emotional Self Awareness Emotional Self Control Social Awareness Empathy Recommendations Dealing with our own and other s emotions What is Emotional Intelligence? The subset of social intelligence that involves the ability to monitor one s own & others feelings & emotions, to discriminate among them & to use this information to guide one s thinking & actions (Salovey & Mayer, 1990) The ability to manage ourselves & our relationships effectively (Goleman, 2000) The ability to perceive, express, understand & manage emotions (Ciarrochi et al, 2002) Lytle & Harding All Rights Reserved 2
3 Goleman s Emotional Intelligence Model SELF OTHER RECOGNITION (AWARENESS) REGULATION (MANAGEMENT) (Personal Competence) Self-Awareness Emotional self- awareness Self-Management Emotional self-control Adaptability Achievement Orientation Positive Outlook (Social Competence) Social Awareness Empathy Organisational awareness Relationship Management Influence Coach & Mentor Inspirational leadership Negotiation Conflict management Teamwork Emotions: The Starting Point Anger Sadness Fear Happiness Disgust/Contempt Surprise Love Guilt Shame Excitement Hope Frustration Interest Despair Embarrassment Pride Lytle & Harding All Rights Reserved 3
4 Why do we have them? Emotions: Their Functions Provide information to others about our intentions Evoke complementary emotions in others Embarrassment Forgiveness Sadness Empathy Anger Fear Reinforce or sanction others behaviour Smiling: I like it! Frowning: Change or do something differently! Lytle & Harding All Rights Reserved 4
5 Affective Events Theory Emotional states are at the core of attitude formation & employee behaviour in organisations (Weiss & Cropanzano, 1996) Emotional states influence what we think & what we remember (Bower, 1981; Schwarz & Clore, 1983; Thayer, 1996) Emotional states impact decision-making, judgment, reasoning & interpretation of information (Parkinson, 1996) Mood: Research Findings Positive mood: See others more positively Trust others more Are more optimistic Set higher goals Are more creative Have more win-win negotiation outcomes Have higher satisfaction with negotiation outcomes Negative mood: Stereotype others more Give others less benefit of the doubt More pessimistic about possible solutions Turn down offers from negotiation opponents Less willing to make concessions Focus more on claiming value for oneself Lytle & Harding All Rights Reserved 5
6 Impact of Angry Outbursts on Us Emotional Contagion the tendency to automatically mimic and synchronise facial expressions, vocalisations, postures and movements with those of another person and consequently to converge emotionally Stage 1 of EC automatic mimicry of other person s non-verbal behaviour (through facial expressions, body language, vocal tones, accents, intensity and amplitude) Stage 2 of EC an automatic preconscious processing by the brain of non-verbal expressions to determine what emotion is to be experienced. Significant research suggests that customers catch a service providers positive emotions. Impact of Angry Outbursts on Us 20% of call centre interactions and 50% of complaints about lost airline luggage involve angry and or hostile customer behaviour Service Providers may be vulnerable to unknowingly catching a consumers negative emotions during a complaint interaction. Outcomes: People who viewed an angry customer exchange displayed more negative facial expressions (such as, false smiles, blinking rapidly and avoiding eye contact) Service Providers reported greater levels of negative affect following exposure to an angry display by customers. The Influence of Angry Customer Outbursts on Service Providers Facial Displays and Affective States. Journal of Service Research, Dallimore, Sparks and Butcher (2007) Lytle & Harding All Rights Reserved 6
7 Impact of Angry Outbursts on Us Tips for Management: Frontline staff who deal more often with angry customers are more susceptible to EC. Manages need to think about training activities to minimise the risk, job rotation techniques for at risk staff, time out and debriefing sessions to relieve the impact of dealing with negative emotions and emotional transference. The Influence of Angry Customer Outbursts on Service Providers Facial Displays and Affective States. Journal of Service Research, Dallimore, Sparks and Butcher (2007) Emotional Self Awareness: Summary Emotions impact many aspects of our thinking, decision-making & behaviour In disputes, it is critical to be able to Recognise emotions & their impact on: Ourselves Others Express appropriate emotions for the situation Avoid the expression of contempt Beware of emotional contagion Lytle & Harding All Rights Reserved 7
8 Emotional Reactions under Pressure WHAT HAPPENS?? Environment Event Detection Actor Temperament + Recent Emotion = Basal State Change in Basal State Motivated Behavioural Response Amygdala Hijack Change in Motivation Interpretation Emotional Response Lytle & Harding All Rights Reserved 8
9 Emotional Self-Control: Why is it Important? Stress/hostility increases lipids in blood, plaques & heart attacks (Salovey, 2002) Bottling-up negative emotions increases blood pressure, decreases immunity (Salovey, 2002) Greater time spent in the amygdala hijack zone (fight or flight state) can lead to depression (Evison, 2001) Emotional Reactions under Pressure WHAT CAN WE DO?? Lytle & Harding All Rights Reserved 9
10 Environment Actor Event #1 Avoid Triggers Motivated Behavioural Response Detection #3 Catch & Calm The Response Amygdala Hijack Change in Motivation Temperament + Recent Emotion = Basal State Change in Basal State Interpretation Emotional Response #2 Improve Basal State Emotional Self-Control: Summary All of us lose it from time to time More time spent in this escalated emotional state has negative consequences for body & mind Our challenge is to try to intervene in the hijack cycle at one of the three points Find the strategies that work best for you and practice them! Lytle & Harding All Rights Reserved 10
11 But How Do We Manage the Hijacks of Others? Brands that promise the world make consumers feel betrayed Some anger is transactional or task based o Can be diminished by compensating customer. Some anger is personal (mislead by company and feel betrayed) Use highly emotive language hatred, vengeance. o It is not enough to compensate. o Offers of compensation, product replacement can lead to angry outbursts. University of Bath (2010, Sept 15) Lytle & Harding All Rights Reserved 11
12 Brands that promise the world make consumers feel betrayed Complaint Handler needs to identify the different needs of customers Demonstrate you feel their frustration, empathise, admit fault, apologise, understand the impact of what has happened. This works from the brain s perspective because: Fair treatment is a reward to the brain that activates dopamine cells. Unfair treatment is perceived as a threat and processed in the anterior insula (where the brain registers feelings of contempt). Brands that promise the world make consumers feel betrayed Sometimes fairness is more important that money. When an offer is fair people report higher levels of trust and cooperation. The sense of fairness increases levels of dopamine, serotonin and oxytocin making it easier for us to be trusting, candid and willing to connect with others. University of Bath (2010, Sept 15) Lytle & Harding All Rights Reserved 12
13 Empathy What is it? Why do we need it? Empathy: Why do we Need it? Biologically The foundation of attachments to mom & family Critical to learning (imitation we imagine ourselves doing what mom is doing) Helps us to predict the actions of others Allows us to relate to & understand others The complete absence of empathy biologically is linked to sociopathic behaviour (lack of remorse) Practically in organisations Practically in organisations Helps us motivate & develop others Allows us to serve clients or customers Able to manage conflicts more effectively Lytle & Harding All Rights Reserved 13
14 Empathy: How to Show it The relationship side: Develop rapport Appreciate diversity: Your perspective is not the only one! Be present Really care Practice patience The informational side: Get the message Questioning Open-ended: ended: Probing Closed-ended: ended: Reflective FACTS FEELING Focus on problem identification vs. solution mode Recommendations: Encourage Others to Be Positive Model co-operative operative behaviour Reward & acknowledge co-operation operation Give Positive Feedback Build Trust Focus on the Relationship Be Proactive (think about their needs, take action if possible before they ask) Lytle & Harding All Rights Reserved 14
15 Recommendations: Responding to Angry Calls Address the reason for the abusive call - for example long wait times, inaccurate or misleading information, lack of training or support Develop clear procedures & guidelines for dealing with abusive/aggressive calls which include reporting the call & the right to terminate the call Provide support following abuse - time to debrief & recover away from the general work area if required Provide access to employee assistance programs Note: Occupational Health and Safety Customer aggression is a serious occupational health and safety issue Frequent abusive calls involve some level of distress & a risk of psychological harm to the employee receiving the calls If employees feel unsupported, this may lead to low morale - resulting in a higher rate of work absence and/or increased turnover in staff Inappropriate behaviour by employees using internal call centres can also be an issue - Supervisors need to be aware of how to deal with such behaviour Lytle & Harding All Rights Reserved 15
16 Stages of Competency Development DO SOMETHING DIFFERENTLY! Lytle & Harding All Rights Reserved 16
17 Action Planning One or two key actions that I intend to take to improve my: Emotional Self Awareness Emotional Self Control Social Awareness - Empathy Lytle & Harding All Rights Reserved 17
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