Surprise the Irate Customer
Surprise the Irate Customer
Businesses experience negative people all the time (Christopher, 2012). If avoidance were an acceptable tactic in customer service, most employees would be thrilled (Christopher, 2012). Interaction with adverse individuals can exhaust an employee’s vitality and change a pleasant experience to one of regret rapidly (Christopher, 2012). Businesses are burdened with finding solutions for customer conflict based on varying personality types (Christopher, 2012). It is the responsibility of a customer relation’s representative to attempt diffusing the difficult situation; it is impossible to change the customer (Christopher, 2012). In the scenario Christopher (2012) described, a professionally dressed man arrived at a dental office and announced his arrival for an appointment. The patient coordinator discovered the patient was a week early and apologized for the inconvenience. The patient was enraged; he exploded; he demanded her name and threatened to speak with the dentist to discuss her continued employment (Christopher, 2012). Christopher labeled his behavior type an exploder. An exploder acts this way because he or she has learned this volatile display will result in getting their way (Christopher, 2012). It is the way difficult individuals behave, and it works for them; somewhere in his or her development, the temper tantrum yielded the desired outcome (Christopher, 2012). This patient hoped he would be squeezed into the dentist’s schedule and that the entire office would provide him with the customer service he demanded. An exploder is unaware of the uproar created and has chosen this behavior as the protection method for managing conflict (Christopher, 2012). Exploders react to situations and are unable to recognize their explosive performance; he or she regularly reacts to family, coworkers, and others from a defensive standpoint (Christopher, 2012). Customer service specialists need to discover strategies to manipulate
Businesses experience negative people all the time (Christopher, 2012). If avoidance were an acceptable tactic in customer service, most employees would be thrilled (Christopher, 2012). Interaction with adverse individuals can exhaust an employee’s vitality and change a pleasant experience to one of regret rapidly (Christopher, 2012). Businesses are burdened with finding solutions for customer conflict based on varying personality types (Christopher, 2012). It is the responsibility of a customer relation’s representative to attempt diffusing the difficult situation; it is impossible to change the customer (Christopher, 2012). In the scenario Christopher (2012) described, a professionally dressed man arrived at a dental office and announced his arrival for an appointment. The patient coordinator discovered the patient was a week early and apologized for the inconvenience. The patient was enraged; he exploded; he demanded her name and threatened to speak with the dentist to discuss her continued employment (Christopher, 2012). Christopher labeled his behavior type an exploder. An exploder acts this way because he or she has learned this volatile display will result in getting their way (Christopher, 2012). It is the way difficult individuals behave, and it works for them; somewhere in his or her development, the temper tantrum yielded the desired outcome (Christopher, 2012). This patient hoped he would be squeezed into the dentist’s schedule and that the entire office would provide him with the customer service he demanded. An exploder is unaware of the uproar created and has chosen this behavior as the protection method for managing conflict (Christopher, 2012). Exploders react to situations and are unable to recognize their explosive performance; he or she regularly reacts to family, coworkers, and others from a defensive standpoint (Christopher, 2012). Customer service specialists need to discover strategies to manipulate
References: Christopher, B. (2012). Bambi vs. Godzilla: How to Deal with Difficult People. Business Credit, 114(2), 8-10. Retrieved October 5, 2014 from http://www.questia.com/library/p3612/business-credit/i2470343/vol-114-no-2-february.