1.

2.
3.

Arrange the "questions to ask" in order of importance. Use the green help box to assist you.
Hold the mouse down over the question (blue) and drag it up or down to where you think it goes.
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

Order

Question to Ask

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?

10

When are progress payments to be made?

11

What happens if the work is defective?

12

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.
2.
3.

Select 6 compulsory and 6 optional insurances.

Drag each insurance from the left list to the green or red box on the right.
When all insurances are assigned correctly, the red cross will change to a green tick.

The first three insurances are compulsory by law

q Home Warranty Insurance
q Workers Compensation
q Transcover or Motor Vehicle Third Party (Green Slip)

The next three insurances are essential

q Public Liability
q Contracts Works Cover (All Risks)
q Professional Indemnity (where applicable)

The insurances shown below are optional

q General Property
q Income Protection Personal Disability/Sickness and Accident)
q Partnership Insurance
q Key Person Insurance
q Product Liability
q Loss of Profits
q Plate Glass
q Document Insurance
q Cash
q Home Warranty Insurance.
q Goods in Transit
q Machinery Motor
q Vehicle Comprehensive/Third Party Property.

1.
2.
3.

Select which document belongs to which description and purpose.

Drag 1 Document from the left list to the "Description & Purpose" on the right.
When the all the documents have been assigned correctly, the red cross will change to a green tick.

DOCUMENTATION SUMMARY
DESCRIPTION AND PURPOSE

TYPE 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.

TYPE OF DOCUMENTATION

DESCRIPTION AND PURPOSE

Site Inspection Report

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

Short Term Construction

Program

To be constructed prior to project commencing keep in mind this document is

constantly changing.

Drawing Register

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

Site Instruction Report

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

Request for
A written confirmation for the request for information or confirmation of verbal
Information/Confirmation
instruction received.
of Instruction
Document Transmittal

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

Sub Contract Payment

Record

A record of each payment made to each Subcontractor a separate form is required

for each Subcontractor.

Progress Payment
Application

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

Progress Payment
Schedule

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

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

A 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 Time

A 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
Completion

A 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 Termination

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.

Job Costing Analysis

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

Sub Contract Agreement

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

Notice of Suspensions of
Works

A 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

Payment

Formal authority signed by the Owner/Agent to make the final claim in accordance
with the Contract conditions.

Notice of Overdue Final

Payment

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

Schedule of Works

A 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 Diary

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

1.
2.
3.

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

HAZARD IDENTIFICATION
Types of health or safety problems

Workplace

Overuse Problems, Strains, Burns, Falls.

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

Office

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

Restaurant

Falls, Machinery Breakdown Or Flying Parts, Entrapment, Falling

Objects.

Plumbing

Building

Printing

Hospital

School

Factory

Warehouse

Fish & Chip Shop

Commercial Fishing

Farms

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.
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.
2.
3.

Select which item of personal protective equipment would best be used for each field of work.
Drag 3 items from the left list to the field of work on the right.
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 Work

Farming

Workshop

Scaffolding

Demolition

Roadwork

Your 3 Selections

1.
2.
3.

Arrange the appropriate factor to the question you should ask when engaging a subcontractor.
Hold the mouse down over the task (blue) and drag it up or down to where you think it goes.
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

1 Will they give permission to check credit references &

suppliers?
-

Financial Stability

Construction Skills

Business Skills

Service and Quality

Legal and Administrative

5 Do they use appropriate contract documentation/insurances?

Commitment

6 Are they actively applying the latest innovations and

practices?

Availability

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

standard?
3 Can you evaluate their past records and references
thoroughly?
4 Check their ability to be polite and responsive with
customers?

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

Standards for engaging subcontractors

In 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.
2.
3.

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

INTERPRETING PLANS
Survey Plan

Site Plan

Floor Plan

Footing Plan

Roof 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.
2.
3.

Select 5 work schedules (blue) for each of the 4 week breakdown.

Drag each work schedules from the left list to one of the 4 columns on the right.
When all work schedules are assigned correctly, the red cross will change to a green tick.

Weeks 1-4

Weeks 5-8

Weeks 9-12

Weeks 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.
2.
3.

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

REPORT LAYOUT
Description of Content

Structure

1 Sets out the brief of the report, its purpose and scope.
2 Provides a quick reference to the main theme of the report.

Introduction

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

Summary

Methods of research

Findings/Analysis

Conclusions

Recommendations

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

importance.
5 The conclusions, which are based on findings, are drawn
together.
6 The writer gives suggestions for solving the problems.

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.

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

SUMMARY
This provides a quick reference to the main theme of the report, and the summary or conclusions and
recommendations.
METHODS OF RESEARCH
This outlines the way research was carried out and where data was found.
FINDINGS OR ANALYSIS
The information considered is set out clearly, logically and objectively, in order of importance, under appropriate
headings.
CONCLUSIONS
Here 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.
RECOMMENDATIONS
These 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.
2.
3.

Assign the resolution type (blue) to the resolution it is associated with.

Hold the mouse down over the task (blue) and drag it up or down to where you think it goes.
When the resolution types are assigned correctly, the red cross will change to a green tick.

CONFLICT RESOLUTION
Resolution Description

Type

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

Seeing conflict as an opportunity that may also be an invitation for

change.

- Win/win approach

Seeing the other persons point of view from their perspective.

- The creative response

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

- Empathy

The difference between power over someone & power with someone.

- Appropriate assertiveness

Handling your own anger and frustration.

- Cooperative power

Understanding the role that resentment plays in preventing

successful negotiation.

- Managing emotions

Drawing up a map of the conflict which includes looking at the

underlying needs.

Creating a smorgasbord of choices from which conflict participants

can choose.

10 Creating suitable environments for working towards resolution.

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

- Willingness to resolve
- Mapping the conflict
- Development of options
- Negotiation skills
- The third party mediator
- Broadening perspectives

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

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.
2.
3.

Select 7 ways to succeed and 7 ways to fail as a manager.

Drag each item from the left list to the green or red box on the right.
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

SEVEN WAYS TO SUCCEED AS A PROJECT MANAGER

1. Learn to use project management tools effectively

Such 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 criticism
Giving 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 procedures

You 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 well
Speaking 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 meetings
Meetings are a necessary evil in the event of completing projects, with the exception of solo projects.
6. Hone your Decision Making Skills
As 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 Humour
Stuff 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 immediately
Two 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 often
As 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 quality
Too 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 management
In 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 manage

This 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 readily
If 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 intermittently
Just 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.
2.
3.

Select 3 scenarios for each resolution method.

Drag each item from the left list to one of the boxes on the right.
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

RESOLUTION METHODS
WITHDRAWING OR AVOIDING
The 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 COMPETING
This 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 ACCOMMODATING
The 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.
COMPROMISING
A 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;
COLLABORATING
In 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.