1. Arrange the "questions to ask" in order of importance. Use the green help box to assist you.2. Hold the mouse down over the question (blue) and drag it up or down to where you think it goes.3. When the "questions to ask" are in the correct order, the red cross will change to a green tick.

IMPORTANT QUESTIONS TO ASK A BUILDING CONTRACTOR

OrderQuestion to Ask

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What is your contractors licence number?

Where can I see examples of your work?

What other jobs have you got on at the moment?

Who will supervise the work?

Do you have proper insurance?

How much deposit do you need?

When can you start the work and how long will it take?

What sort of contract will be used?

How much will it cost?

When are progress payments to be made?

What happens if the work is defective?

Who cleans the site?

TWELVE IMPORTANT QUESTIONS TO ASK A BUILDING CONTRACTOR

1. What is your contractors licence number?You should only deal with a contractor who is currently licensed by the NSW Fair Trading.

2. Where can I see examples of your work?Ask the contractor for the addresses of previous houses they have renovated or built and ask the owners if they were satisfied with the results.

3. What other jobs have you got on at the moment?A contractor with a lot of work on may not be able to properly manage your job as well.

4. Who will supervise the work?A contractor doing a large job may get a supervisor to manage the project.

Make sure the supervisor has: Sufficient experience in the type of work you want done, and A current Supervisors Certificate from the NSW Fair Trading.

5. Do you have proper insurance?It is important to check the contractor has all the necessary insurance cover to protect you and your home if something goes wrong.

6. How much deposit do you need?The law specifies the maximum deposit you can be asked to pay: If the contract price is up to $20,000, the maximum deposit is 10% of the contract price. If the contract price is over $20,000 you cant be asked to pay more than 5% of the contract price.

But, if the work needs to be covered by home warranty insurance, it is illegal for the contractor to take a deposit or progress payment until a certificate of insurance has been given to you. Important. It is highly recommended that you check the validity of the insurance certificate given to you by contacting the insurance company shown on the certificate.

7. When can you start the work and how long will it take?If you want the work done by a specific date, make sure the time frame provided in the contract: Is realistic Takes into account possible delays through bad weather or the late supply of materials Has a start date and completion date.

Make sure you and the contractor are clear on what they consider complete.

8. What sort of contract will be used?If the cost of labour and materials is more than $1,000, the law requires a written contract to be used. Contracts are not only legal requirements, they will protect you if anything goes wrong.

9. How much will it cost?Make sure: The contractor includes the total cost of the work in the contract estimated costs are clearly stated in the contract and are realistic. You understand how and why costs may change and how the total cost can be affected.

10. When are progress payments to be made?Most building contracts have a fixed price and should provide for payments to be made for work done, not time on the job. Progress payments should be equal to the dollar value of work completed.If youve borrowed to build or renovate, your bank or mortgage provider may want to inspect the work before each payment is made. You may want to have an architect or building consultant inspect the work at each stage to ensure it is being done properly and to contract specifications and drawings.11. What happens if the work is defective?This question will help you get a sense of how the builder is likely to deal with any complaints you may have about the work. You should know in advance what your options are if a dispute arises.

12. Who cleans the site?Get this clear from the start so when work is completed, you are not left with a big mess, or a dangerous building site. Make sure an agreement about cleaning the site regularly is included in the contract.

1. Select 6 compulsory and 6 optional insurances.2. Drag each insurance from the left list to the green or red box on the right.3. When all insurances are assigned correctly, the red cross will change to a green tick.

The first three insurances are compulsory by law qHome Warranty Insurance qWorkers Compensation qTranscover or Motor Vehicle Third Party (Green Slip)

The next three insurances are essential qPublic Liability qContracts Works Cover (All Risks) qProfessional Indemnity (where applicable)

The insurances shown below are optional qGeneral Property qIncome Protection Personal Disability/Sickness and Accident) qPartnership Insurance qKey Person Insurance qProduct Liability qLoss of Profits qPlate Glass qDocument Insurance qCash qHome Warranty Insurance. qGoods in Transit qMachinery Motor qVehicle Comprehensive/Third Party Property.

1. Select which document belongs to which description and purpose.2. Drag 1 Document from the left list to the "Description & Purpose" on the right.3. When the all the documents have been assigned correctly, the red cross will change to a green tick.DOCUMENTATION SUMMARY

DESCRIPTION AND PURPOSETYPE OF DOCUMENTATION

To be completed at the initial site inspection prior to tendering.

A list of all the drawings and revised drawings relating to the project.

This is not a variation report but the confirmation of any verbal instruction issued during the construction.

A record of all and any documents sent or received during the construction.

To be completed and supplied at the signing of the Contract as a record of when the Progress Claims will be lodged.

A formal notice to terminate the contract under the conditions of the contract, noting clearly how the notice was served and the details as to why the contract has been terminated.

A detailed cost analysis of the project comparing the original budget against the actual costs, determining a profit or loss.

All works over $200 must be by a written agreement not only between client and contractor but between contractor and subcontractor.

A formal notice to state the Final Payment is overdue. This notice must be lodged before formal action can be instigated.

A detailed scope of works or Bill or Quantities.

Usually kept by the Construction Manager/Project Manager/Site Supervisor. The Site Diary records the progress of the Contract.

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Top of FormTYPE OF DOCUMENTATIONDESCRIPTION AND PURPOSE

Site Inspection ReportTo be completed at the initial site inspection prior to tendering.

Short Term Construction ProgramTo be constructed prior to project commencing keep in mind this document is constantly changing.

Drawing RegisterA list of all the drawings and revised drawings relating to the project.

Site Instruction ReportThis is not a variation report but the confirmation of any verbal instruction issued during the construction.

Request for Information/Confirmation of InstructionA written confirmation for the request for information or confirmation of verbal instruction received.

Document TransmittalA record of all and any documents sent or received during the construction.

Sub Contract Payment RecordA record of each payment made to each Subcontractor a separate form is required for each Subcontractor.

Progress Payment ApplicationProgress Payment Claim as works are completed to the agreed terms of the contract.

Progress Payment ScheduleTo be completed and supplied at the signing of the Contract as a record of when the Progress Claims will be lodged.

Contract Variation AdviceA record of the variation advice, including final costings and approval by the client/owners agent to proceed The variation is not to commence until this form is duly signed by the Owner/Agent.

Revised Contract ValueA summary of the new contract price after variations and provisional sum adjustments This form must be completed for each change to the Contract Sum.

Extension of TimeA record for the application to extend the practical completion of the works noted in the Contract. This is usually needed when unforseen delays occur. Refer to the Contract conditions each contract may vary regarding the conditions regarding extension of time.

Notice of Practical CompletionA formal notice that the works have reached the stage of Practical Completion and that responsibility for the Works passes to the risk of the Owner, including damage, loss or theft of the structure, fittings and fixtures.

Notice of TerminationA formal notice to terminate the contract under the conditions of the contract, noting clearly how the notice was served and the details as to why the contract has been terminated.

Job Costing AnalysisA detailed cost analysis of the project comparing the original budget against the actual costs, determining a profit or loss.

Sub Contract AgreementAll works over $200 must be by a written agreement not only between client and contractor but between contractor and subcontractor.

Notice of Suspensions of WorksA formal notice to suspend the works under the conditions of the contract, noting clearly the details as to why the works have been suspended. eg delay in payment of progress claims.

Authority for Final PaymentFormal authority signed by the Owner/Agent to make the final claim in accordance with the Contract conditions.

Notice of Overdue Final PaymentA formal notice to state the Final Payment is overdue. This notice must be lodged before formal action can be instigated.

Schedule of WorksA detailed scope of works or Bill or Quantities.

Time Sheet Day Labour (Wages Book)A record of each personnel time and activity for each day, job or week.

Site DiaryUsually kept by the Construction Manager/Project Manager/Site.

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1. Assign the workplace (blue) to the health or safety problems that you would expect to find there.2. Hold the mouse down over the task (blue) and drag it up or down to where you think it goes.3. When the workplaces are assigned correctly, the red cross will change to a green tick.HAZARD IDENTIFICATION

Types of health or safety problemsWorkplace

Overuse Problems, Strains, Burns, Falls.

Burns, Cuts, Electric Shocks, Skin Grazes, Loss Of Fingers.

Eye Burns, Sprains, Hearing Damage, Vibration, Drills Or Flying Parts.

Falls, Machinery Breakdown Or Flying Parts, Entrapment, Falling Objects.

Entrapment Of Clothing Or Body Parts, Amputations, Driving Accidents.

Burns, Dangerous Chemical, Back and Arm Sprains.

Burns, Falls, Entrapment In Moving Parts.

Flying Particles and Dusts, Chemicals, Entrapment In Moving Parts.

Falls, Entrapment, Falling Objects, Collapsing Stacks, Machine Parts.

Burns, Cuts.

Entrapment In Moving Parts, Sprains and Strains, Slips and Falls, Cold.

Roll Over Accidents, Overhead Powerlines, Entrapment, Electrocution.

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Printing

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Farms

PLANT AND EQUIPMENT HAZARDS

Tools, machinery and equipment used in the workplace (often called plant) can cause injury through accidents. They can also cause health problems if the fumes or dusts they give off are dangerous and not controlled.

The following table provides examples of hazards that may arise in a range of job where different equipment is used.

1. Select which item of personal protective equipment would best be used for each field of work.2. Drag 3 items from the left list to the field of work on the right.3. When the all the correct PPE have been assigned, the red cross will change to a green tick.MANDATORY SIGNS

Personal Protective Equipment (PPE)Field of WorkYour 3 Selections

Farming

Workshop

Scaffolding

Demolition

Roadwork

1. Arrange the appropriate factor to the question you should ask when engaging a subcontractor.2. Hold the mouse down over the task (blue) and drag it up or down to where you think it goes.3. When the tasks are in the correct order, the red cross will change to a green tick.SUBCONTRACTOR RELATIONSHIPS

Questions to Ask?Factor to Consider

1Will they give permission to check credit references & suppliers?

2Do they have the ability complete the task to a high standard?

3Can you evaluate their past records and references thoroughly?

4Check their ability to be polite and responsive with customers?

5Do they use appropriate contract documentation/insurances?

6Are they actively applying the latest innovations and practices?

7Do they have the necessary equipment and is it maintained?

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Financial Stability

Construction Skills

Business Skills

Service and Quality

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Standards for engaging subcontractorsIn determining which subcontractors meet your needs and objectives, it is important to adopt a systematic approach to engaging subcontractors and setting the standards you want them to meet.

Best practice companies consider many factors in addition to price when selecting subcontractors with a view to achieving high product quality and total customer satisfaction.

Some important factors to consider are:Financial stability:Take time to establish how long the subcontractor has been in business. The longer in business the more likely they can satisfy this criterion. Ensure they give permission to check credit references and suppliers.Construction skills:Satisfy yourself that the subcontractor has the necessary construction skills to complete the task to a high standard.Business skills:Evaluate their business skills through their past record and through checking references thoroughly.Attitude to service and quality:Again follow up references and speak to customers to determine the quality and timeliness of the subcontractors work to date. Check their ability to be polite and responsive with customers.Meeting legal and administrative requirements:Do they accept and use appropriate contract documentation? Do they have necessary insurance policies such as workers compensation, home warranty and public liability?.Commitment to improvement:Find out if the subcontractor is actively applying the latest innovations and practices in their particular field.Availability of equipment:Do they have the necessary equipment to complete the task and is it maintained properly? Try to visit sites where subcontractors are working and see how they are performing.

When you have satisfied yourself concerning a subcontractors competency and ability to meet your objectives, compare them using standard criteria.

When asking preferred subcontractors to quote on particular projects, consider what is value for money. A low quote does not necessarily guarantee the lowest overall job cost. Time spent following up subcontractors, repairing defective or shoddy work or having to provide materials may turn a seemingly low quote into one that cost your company considerably more. Then there are the longer-term costs relating to customer dissatisfaction and the companys reputation.

1. For each item (yellow), select the Type of Plan (orange) that you would expect it.2. Place only ONE green box per row under the plan that matches the item.3. When the items match the plan, the red cross will change to a green tick.INTERPRETING PLANS

Survey PlanSite PlanFloor PlanFooting PlanRoof Plan

Existing site and surroundings

Position of major natural features, trees, ponds

Dimensions of boundaries

Position of boundary setbacks

New roads and pathways

Service runs from house to mains

Location of utility services

Landscaping

Thickness of walls

Door swings

Windows

Location of fittings and fixtures

Names on all rooms

Location of footing system

Position and levels of drains and gulleys

Shape of roof

Slopes of levels

Falls to gutters

1. Survey Plan:Existing site and surroundings;Position of major natural features, trees, ponds, rock outcrops;Sufficient spot levels and contour lines related to a specified datum (height above sea level);Dimensions of boundaries;Position of roadways, easements; existing drains and possibly service mains;2. Site Plan:Outline of site boundaries showing location of proposed building;Position of boundary setbacks;Depths, where they may occur;New roads and pathways;Soil and surface water drains, complete with pipe sizes;Service runs from the house to mains;Location of utility services (sewer, water, gas, electricity);The point of connection of those services to the house itself;Indication of banking and cutting and areas for depositing and spreading surplus soil;New levels on the site in connection with the new house;Landscaping;3. Floor Plan:Dimensions of overall brickwork, stud framing and room sizes to rough stud frames. Trim openings of all windows and doors. Space allowance for refrigerator and white goods. Wardrobe depths. Location and spacing of all columns and verandah posts;Roof and eave lines as dashed lines;Doors and windows to have a legend reference describing the details of each;Internal dimensions so far as necessary to establish positions of internal walls or fittings;Thickness of walls;Door swings;Windows;Location of fittings and fixtures;Names on all rooms;Floor finishes;Position of stairs and number of stair treads;4. Footing Plan:Width and depth of all footings to wall, piers, staunchions;Location of footing system;Position and levels of drains and gulleys close to footings;Walls above footings with thickness noted;5. Roof Plan:Shape of roof;Slopes of levels;Types of coverings;Falls to gutters and gutters;Roof lights;Possible type of construction;6. Services plan:Electrical layout;Plumbing and internal drainage layouts;Air-conditioning or other mechanical services;

1. Select 5 work schedules (blue) for each of the 4 week breakdown.2. Drag each work schedules from the left list to one of the 4 columns on the right.3. When all work schedules are assigned correctly, the red cross will change to a green tick.Weeks 1-4Weeks 5-8Weeks 9-12Weeks 13-16

Construction time take 16 weeks

Once the works schedule has been completed the builder can proceed to create a cost breakdown for each four weeks. Note: This cost breakdown does not cover the same time frame as areas of the construction schedule as there are variables to be considered, such as, materials that could have been ordered, delivered and used in one month, but will not be utilised until the following month.

The total of all the 4 week periods are added together to arrive at the total construction cost.

Now that you have a clear indication of work that will be completed each month you are able to calculate when you will need draw downs into the account from your own resources or the finance company to supplement the cash flow.

You should try to structure the income of the project so as to cover the costs when they fall due as each stage is completed.

1. Arrange the structures in the order recommended when writing letters, reports, memos.2. Hold the mouse down over the structure (blue) and drag it up or down to where you think it goes.3. When the structures are in the correct order, the red cross will change to a green tick.REPORT LAYOUT

Description of ContentStructure

1Sets out the brief of the report, its purpose and scope.

2Provides a quick reference to the main theme of the report.

3Outlines the way research was carried out and where data was found.

4The information is set out clearly & logically in order of importance.

5The conclusions, which are based on findings, are drawn together.

6The writer gives suggestions for solving the problems.

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Introduction

Summary

Methods of research

Findings/Analysis

Conclusions

Recommendations

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Basic Report Layout as used for the Short, Formal Report

This is the most commonly used report layout. It varies slightly with the degree of formality of the report, but by using the following headings and layout you can be sure that all aspects are covered. Your information is easy to follow and understand, and there is consistency in report-writing styles which makes reports easy to read and refer to.

INTRODUCTIONThis sets out clearly the brief of the report its purpose, scope and any relevant background.

SUMMARYThis provides a quick reference to the main theme of the report, and the summary or conclusions and recommendations.

METHODS OF RESEARCHThis outlines the way research was carried out and where data was found.

FINDINGS OR ANALYSISThe information considered is set out clearly, logically and objectively, in order of importance, under appropriate headings.

CONCLUSIONSHere the conclusions, which must be based on findings, are drawn together. It should not include any new information, but may give a personal assessment of the value of the findings.

RECOMMENDATIONSThese are not always asked for in the brief. Here the writer gives suggestions for solving the problems, which the report is concerned with. These should always relate to the conclusions given. It is often helpful to number recommendations again with major points first.

1. Assign the resolution type (blue) to the resolution it is associated with.2. Hold the mouse down over the task (blue) and drag it up or down to where you think it goes.3. When the resolution types are assigned correctly, the red cross will change to a green tick.CONFLICT RESOLUTION

Resolution DescriptionType

1A look at conflict and cooperation & the possibilities for mutual gain.

2Seeing conflict as an opportunity that may also be an invitation for change.

3Seeing the other persons point of view from their perspective.

4Knowing your needs and rights and how to state them clearly.

5The difference between power over someone & power with someone.

6Handling your own anger and frustration.

7Understanding the role that resentment plays in preventing successful negotiation.

8Drawing up a map of the conflict which includes looking at the underlying needs.

9Creating a smorgasbord of choices from which conflict participants can choose.

10Creating suitable environments for working towards resolution.

11Understanding the role of the mediator and the importance of neutrality.

12Recognising your view as one point & understanding the other point of view.

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Win/win approach

The creative response

Empathy

Appropriate assertiveness

Cooperative power

Managing emotions

Willingness to resolve

Mapping the conflict

Development of options

Negotiation skills

The third party mediator

Broadening perspectives

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Overall there are 12 skills of conflict resolution that will help you to resolve conflict:

Win/win approach A new look at conflict and cooperation, and the possibilities for mutual gain.

The creative response Seeing conflict as an opportunity. Though conflict is frequently seen as a crisis, it may also be regarded as an invitation for change.

Empathy Seeing the other persons point of view from their perspective. Recognising the motivations behind apparently uncaring behaviour of other people helps to understand the issue and to find the best approach towards a solution.

Appropriate assertiveness Knowing your needs and rights and how to state them clearly.

Cooperative power The difference between power over someone else and power with someone else.

Managing emotions Handling your own anger and frustration.

Willingness to resolve Understanding the role that resentment plays in preventing successful negotiation.

Mapping the conflict Drawing up a map of the conflict which includes looking at the underlying needs, values, objectives and visions of participants.

Development of options Creating a smorgasbord of choices from which conflict participants can choose.

Negotiation skills Creating suitable environments for working together towards resolution.

The third party mediator Understanding the special role of the mediator and the importance of neutrality.

Broadening perspectives Recognising your view as one point of view and understanding the other point of view as also valid and necessary as part of the whole.

If you are experiencing problems with your builder or tradesperson, the following steps may help you reach a quick resolution. You should first discuss your dispute with your builder or tradesperson (ie. contractor). If that fails, then talk to your local Fair Trading Centre before involving the Consumer Trader and Tenancy Tribunal (CTTT).

1. Select 7 ways to succeed and 7 ways to fail as a manager.2. Drag each item from the left list to the green or red box on the right.3. When all ways to succeed and fail are assigned correctly, the red cross will change to a green tick.SEVEN WAYS OF PROJECT MANAGEMENT

Ways to SUCCEED

Ways to FAIL

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SEVEN WAYS TO SUCCEED AS A PROJECT MANAGER

1. Learn to use project management tools effectivelySuch a variety of wondrous project managing software tools exist today that it is foolhardy to proceed in a project of any type of complexity without having a rudimentary understanding of available software tools, if not an intermediate to advanced understanding of them. Project Management tools today can be of such enormous aid that they can mean the difference between a project succeeding or failing.

2. Be able to give and receive criticismGiving criticism effectively is not easy. There is a fi ne line between upsetting a team members day and offering constructive feedback that will help the team member and help the project. Likewise, the ability to receive criticism is crucial for project managers.

As the old saying goes, it is easy to avoid criticism: Say nothing, do nothing, and be nothing. If you are going to move mountains, you are going to have to accept a little flack.

3. Be receptive to new proceduresYou dont know everything, and thank goodness. Team members, other project managers, and those who authorise the project to begin with can provide valuable input, including new directions and new procedures. Be open to them, because you just might find a way to slash $20,000 and three months off of your project cost.

4. Manage your time wellSpeaking of time, if you personally are not organised, dawdle on low-level issues, and find yourself perpetually racing the clock, how are you going to manage your project, a project team, and achieve the desired outcome on time and on budget?

5. Be effective at conducting meetingsMeetings are a necessary evil in the event of completing projects, with the exception of solo projects.

6. Hone your Decision Making SkillsAs a project manager you wont have the luxury of sitting on the fence for very long in relation to issues crucial to the success of your project. Moreover, your staff looks to you for yes, no, left, and right decisions. If you waffle here and there, you are giving the signal that you are not really in control. As with other things in project management, decision making is a skill that can be learned. However, the chances are high that you already have the decision-making capability that you need. It is why you were chosen to manage this project to begin with. It is also why you have been able to achieve what you have in your career up to this point.

Trusting yourself is a vital component to effective project management.

7. Maintain a sense of HumourStuff is going to go wrong, things are going to happen out of the blue, the weird, and the wonderful are going to pass your way. You have to maintain a sense of humor so that you dont do damage to your health, to your team, to your organisation, and to the project itself. Sometimes, not always, the best response to a breakdown is to simply let out a good laugh. Take a walk, stretch, renew yourself, and then come back and figure out what you are going to do next.

SEVEN WAYS TO FAIL AS A PROJECT MANAGER

1. Fail to address issues immediatelyTwo members of your project team cant stand each other and cooperation is vital to the success of the project. As project manager, you must address the issue head on. Either find a way that they can work together professionally, if not amicably, or modify roles and assignments. Whatever you do, dont let the issue linger. It will only come back to haunt you further along.

2. Reschedule too oftenAs the project develops, you can certainly change due dates, assignments, and schedules. Recognise though, that there is a cost every time you make a change, and if you ask your troops to keep up with too many changes you are inviting mistakes, missed deadlines, confusion and possibly hidden resentment.

3. Be content with reaching milestones on time, but ignore qualityToo often, project managers in the heat of battle, focused on completing the project on time and within budget, dont focus sufficiently on the quality of work done. A series of milestones that you reach with less than desired quality work adds up to a project that misses the mark.

4. Too much focus on project administration and not enough on project managementIn this high tech era with all manner of sophisticated project management software, it is too easy to fall in love with project administration. Making sure that equipment arrives, money is allocated, and assignments are doled out to the neglect of the project management, taking in the big picture of what the team is up against, where they are heading and what they are trying to accomplish.

5. Micromanage rather than manageThis is reflected in the project manager who plays his cards close to his chest, and retains most of the tasks himself, or at least the ones he deems to be crucial, rather than delegating. The fact that you have staff implies that there are many tasks and responsibilities that you should not be handling.On the other hand, if you should decide to handle it all, be prepared to stay every night until 10.30, give up your weekends, and generally be in need of a life.

Micromanaging isnt pretty. The most able managers know when to share responsibilities with others and to keep focused on the big picture.

6. Adapt new tools too readilyIf you are managing a project for the first time and counting on a tool that you have not used before, you are incurring a double risk. Heres how it works. Managing a project for the first time is a single risk. Using a project tool for the first time is a single risk. Both levels of risk are acceptable. You can be a first-time project manager using tools that you are familiar with, or you can be a veteran project manager using tools for the first time.

However, it is unacceptable to be a first time project manager using project tools for the first time.Risk The degree to which a project or portions of a project are in jeopardy of not being completed on time and on budget, and, most importantly, the probability that the desired outcome will not be achieved.

7. Monitor project progress intermittentlyJust as a ship that is off course one degree at the start of a voyage ends up missing the destination by a thousand miles, so too a slight deviation in course in the early rounds of your project can result in having to do double or triple time to get back on track. Hence, monitoring progress is a project long responsibility. It is important at the outset for the reasons just mentioned, and it is important in mid and late stages to avoid last minute surprises.

1. Select 3 scenarios for each resolution method.2. Drag each item from the left list to one of the boxes on the right.3. When all ways resolution methods assigned correctly, the red cross will change to a green tick.RESOLUTION METHODS

WITHDRAWING OR AVOIDING

FORCING OR COMPETING

SMOOTHING OR ACCOMMODATING

COMPROMISING

COLLABORATING

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RESOLUTION METHODS

WITHDRAWING OR AVOIDINGThe person who chooses this method of conflict resolution will stay away from the conflict and the people involved in it.

Avoidance should be used when:The issue is of minor or passing importance;There is insufficient information to effectively deal with the conflict;You have low power relative to the other party;Others can more effectively resolve the conflict.

FORCING OR COMPETINGThis method of conflict resolution leads to the overpowering of others by forcing them to accept your solution. It could be useful when quick, decisive action needs to be taken but usually results in satisfying your needs at the expense of the other person.

Forcing should be used when:Emergencies requiring quick action;Unpopular actions must be taken for long-term organisational effectiveness and survival;Self-protective action is needed.

SMOOTHING OR ACCOMMODATINGThe relationship is of utmost importance in this method of resolving conflict. The person who uses smoothing wants to be accepted and liked by others and wants to avoid conflict to appease the other person.

Accommodating should be used when:There is a need to defuse a potentially explosive emotional conflict situation;There is a short-run need to keep harmony and avoid disruption;Conflict is primarily personality based and cannot be easily resolved.

COMPROMISINGA person who compromises is willing to give up part of their goals and attempts to persuade the other party to the conflict to do the same. In reality this becomes a lose-lose situation, as the result is more acceptable than optimal for either party. However if the loss on both sides can be minimised and is mutually perceived as equal then it does offer some solutions.

Compromising should be used when:Agreement enables each party to be better off, or at least not worse off, than without an agreement;Achieving a total win-win agreement is not possible;Conflicting goals block agreement on one persons proposal;

COLLABORATINGIn this situation the parties each value their own goals and relationships and attempt to seek a solution that achieves both their goals and the goals of the other person. This is the only win-win strategy among the styles.

Collaborating should be used when:There is a sufficient level of required interdependence of conflicting parties;There is sufficient equality in power of conflicting parties;There is potential for long-run mutual benefits;There is sufficient organisational support to take the time and energy for collaboration.