Conflict Resolution For Managers - Pre-assessment
This is an assessment of your knowledge of conflict: what it is, it's nature, structure, and key concepts that lead to effective conflict resolution.
Questions and Answers
- 1.
A mental map of conflict can be best described as my:
- A.
Understanding of what conflict is, and isn't.
- B.
Beliefs and assumptions about conflict and how it can be resolved.
- C.
Preferred mode of resolving conflict.
- D.
Steps to follow in resolving conflict effectively.
Correct Answer
B. Beliefs and assumptions about conflict and how it can be resolved.Explanation
Based upon our backgrounds and experiences in conflict, we develop our perceptions, thoughts, underlying assumptions and beliefs about conflict (i.e., it's good, bad, neutral, etc.). These underlying assumptions and beliefs are directly connected to the emotions we experience; which subsequently, lead to our behavior in conflict.Rate this question:
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- 2.
Conflict is a condition that exists between people: (Click on the box to the right that describes a condition of conflict. Choose as many items as you prefer).
- A.
Who are task interdependent
- B.
Where one or both are angry
- C.
Find fault with the other
- D.
Use behaviors that cause a business problem
Correct Answer(s)
A. Who are task interdependent
B. Where one or both are angry
C. Find fault with the other
D. Use behaviors that cause a business problemExplanation
One operational definition of conflict is a "condition that exists between people who are task interdependent, one or more people are angry, one or more people place blame, and one or more people use behaviors that create a business problem." In other words, when peoples' individual behavior (negatively) impacts: a relationship, performance, or some other area of the business, conflict may exist. This definition is helpful to identify whether or not a workplace conflict exists that you, as the manager, may consider resolving yourself; or referring to someone else.Rate this question:
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- 3.
The informal conflict management system provides "self-help" tools of assessing, managing or referring conflicts, and preventing their further escalation.
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
The informal conflict resolution system is designed specifically to provide managers with the tools to assess, manage, resolve or refer a workplace conflict.Rate this question:
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- 4.
The structure of a "simple" conflict helps a manager to understand when to use "managerial conflict resolution." Which of the following items reflect an element of conflict appropriate for a manager to resolve? (Click on the box to the right of each item you feel would be appropriate for you, as the manager, to resolve the conflict. Check as many items as you feel best reflect a "simple" conflict.)
- A.
There is a high need for two people to work together.
- B.
There may be more than two people involved in the conflict.
- C.
The people involved find their own solution to resolve their conflict.
- D.
A union employee can ask a shop steward to represent him/her.
- E.
The conflict does not require urgent action to prevent violence.
- F.
People involved need to be in the same place at different times to resolve the conflict.
Correct Answer(s)
A. There is a high need for two people to work together.
C. The people involved find their own solution to resolve their conflict.
E. The conflict does not require urgent action to prevent violence.Explanation
A "simple" workplace conflict is one in which you, as the manager, can resolve yourself using managerial conflict resolution.Rate this question:
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- 5.
We are designed by nature to automatically respond to threats to our self-interests in ways that we believe will protect us. We can best describe this response in conflict as:
- A.
Passive or aggressive
- B.
Yielding or compromising
- C.
Cooperating or collaborating
- D.
Fight or flight
Correct Answer
D. Fight or flightExplanation
In conflict, where we perceive a potential or actual threat, we naturally tend to avoid and/or walk away, or we stand-up and confront. This is the way we are wired as human beings. When either approach proves not to work, there is a better way.Rate this question:
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- 6.
Which of the following behaviors does NOT reflect a flight (or distancing) response in conflict?
- A.
Avoiding
- B.
Withholding information
- C.
Getting others to take sides
- D.
Silent treatment
Correct Answer
C. Getting others to take sidesExplanation
Although none of the behaviors described help to constructively resolve conflict, talking to or including others in a conflict (i.e., to take sides), does not help to constructively resolve the issues.Rate this question:
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- 7.
Which of the following behaviors describes a coercive "power-play" in conflict? Choose as many options as you like.
- A.
Threatening
- B.
Yelling, screaming
- C.
Hostile gestures
- D.
Withdrawing
Correct Answer(s)
A. Threatening
B. Yelling, screaming
C. Hostile gesturesExplanation
Clearly, threatening someone, yelling, screaming, or using hostile gestures is a means of holding onto a position or view and pressuring someone else to see things in one way. These are clearly coercive behaviors that are typically used as "power-plays."Rate this question:
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- 8.
When our natural tendency in conflict is to either fight back or distance oursleves, and neither type of behaviors serves us well in resolving conflict, we could describe a better way of resolving conflict as the:
Correct Answer(s)
The Essential Process
essential process
the essential process
Essential ProcessExplanation
The given correct answer is "The Essential Process, essential process, the essential process, Essential Process". This answer suggests that there is a specific process, referred to as "The Essential Process," that is considered to be the better way of resolving conflict. This process is likely to be described or explained in further detail elsewhere.Rate this question:
- 9.
Which of the following items would create the conditions for two people to resolve their conflict more effectively than walking away or fighting back? (Choose as many items as you wish).
- A.
Talking face-to-face
- B.
About the issues or problem
- C.
Without interruptions or distractions
- D.
Long enough to find a solution
- E.
None of the above
Correct Answer(s)
A. Talking face-to-face
B. About the issues or problem
C. Without interruptions or distractions
D. Long enough to find a solutionExplanation
Two people talking face-to-face, about the problem, without distractions, long enough to find a solution is what we call the "Essential Process."Rate this question:
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- 10.
The Essential Process of conflict resolution is simply what is left after the wrong reflexes are prohibited by the Cardinal Rules of "no walk-aways" and "no power-plays."
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
When we establish and get agreement from the people in conflict that there will be no "walk-aways," and no "power-plays," we are helping at least two people to work against their very nature, which is why they have not been able to work through their conflict in the past; one or both are either walking away (avoiding) or using power-plays (confronting in a combative manner).Rate this question:
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- 11.
The Retaliatory Cycle illustrates how conflict follows a predictable path through each of the three aspects of human experience. Which of the following items describes the typical human path in conflict? One person's behavior serves as a "trigger" which leads to another person's:
- A.
Perceptions, thoughts, assumptions or beliefs, which comprise a frame of reference for making sense out of what is going on.
- B.
Feelings of anger, fear, or hurt, which supply the energy our bodies need to act quickly in protecting ourselves from perceived danger.
- C.
Behaviors (verbal and nonverbal) that are taken in attempting to protect oneself in response to the perceived threat or risk.
- D.
Calling HR, the Ombudsman's office, Auditing hotline, or EEO Affairs to make a formal complaint.
Correct Answer(s)
A. Perceptions, thoughts, assumptions or beliefs, which comprise a frame of reference for making sense out of what is going on.
B. Feelings of anger, fear, or hurt, which supply the energy our bodies need to act quickly in protecting ourselves from perceived danger.
C. Behaviors (verbal and nonverbal) that are taken in attempting to protect oneself in response to the perceived threat or risk.Explanation
The Retaliatory Cycle in conflict follows a predictable path through three aspects of human experience: perceptions, thoughts, assumptions or beliefs, which comprise a frame of reference for making sense out of what is going on; feelings of anger, fear, or hurt, which supply the energy our bodies need to act quickly in protecting ourselves from perceived danger; and behaviors (verbal and nonverbal) that are taken in attempting to protect oneself in response to the perceived threat or risk. This sequence of events demonstrates how conflict escalates and repeats itself, with each person's behavior triggering a response from the other person.Rate this question:
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- 12.
The most appropriate way to break The Retaliatory Cycle is to change the:
- A.
Way you think.
- B.
Way you feel.
- C.
Way you act.
- D.
Trigger that leads to conflict.
Correct Answer
C. Way you act.Explanation
To break The Retaliatory Cycle, changing the way you act is the most appropriate way. When faced with conflict, reacting impulsively and retaliating can perpetuate the cycle of aggression and hostility. By consciously choosing to respond differently and altering our actions, we can disrupt the cycle and promote more positive and constructive outcomes. This involves practicing self-control, empathy, and seeking peaceful resolutions rather than engaging in retaliatory behavior. Changing our actions can help create a more harmonious and understanding environment, leading to a healthier and more productive way of resolving conflicts.Rate this question:
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- 13.
Which of the following is NOT a cost factor in conflict?
- A.
Wasted time
- B.
Lowered morale
- C.
Theft, sabotage, vandalism, and damage
- D.
Health costs
- E.
Poor decision quality
- F.
When performance and productivity expectations are met
Correct Answer
F. When performance and productivity expectations are metExplanation
The answer "when performance and productivity expectations are met" is not a cost factor in conflict because it implies that there are no negative consequences or costs associated with conflict resolution. In reality, conflict can still have costs even when performance and productivity are met, such as strained relationships, decreased collaboration, and missed opportunities for growth and innovation. Therefore, this option does not contribute to the overall cost of conflict.Rate this question:
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- 14.
There are varying levels of severity of conflict. Consider the following. Two employees who are expected to work together can never seem to agree on where to go for lunch. Both employees get annoyed with each other, yet seem to find a way to make it work in the end. This is a workplace conflict that can best be described as a:
- A.
Nuisance
- B.
Crisis
- C.
Clash
- D.
Blip
Correct Answer
D. BlipExplanation
This is a blip. A disagreement without anger can be resolved by one or both employees using their everyday social and interpersonal skills. They could be expected to talk out their differences and come to some understanding and agreement.Rate this question:
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- 15.
A conciliatory gesture is a voluntary statement of vulnerability. Which of the following behaviors reflects a conciliatory gesture? Choose as many as you wish.
- A.
Apologizing for wrongdoing
- B.
Asking someone else to change their behavior and then agreeing to change ones own behavior.
- C.
Revealing personal information about oneself
- D.
Taking responsibility for behavior
- E.
Acknowledging something positive about the other person
- F.
Trying to get someone to see how s/he was wrong
- G.
Expressing a willingness to move forward in a constructive way
Correct Answer(s)
A. Apologizing for wrongdoing
C. Revealing personal information about oneself
D. Taking responsibility for behavior
E. Acknowledging something positive about the other person
G. Expressing a willingness to move forward in a constructive wayExplanation
A conciliatory gesture involves showing vulnerability and a willingness to resolve conflicts or improve relationships. Apologizing for wrongdoing demonstrates humility and a desire to make amends. Revealing personal information about oneself indicates trust and a willingness to connect on a deeper level. Taking responsibility for behavior shows accountability and a commitment to self-improvement. Acknowledging something positive about the other person demonstrates empathy and a willingness to see their perspective. Expressing a willingness to move forward in a constructive way shows a commitment to finding a resolution and improving the relationship.Rate this question:
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- 16.
There are varying levels of severity of conflict. Consider the following. One employee expresses that he or she cannot work with another employee because of his verbal abuse. The employee asks to be assigned to work with another crew or he will make an EEO Complaint. This workplace conflict can be best described as a:
- A.
Nuisance
- B.
Crisis
- C.
Clash
- D.
Blip
Correct Answer
B. CrisisExplanation
This workplace conflict can be best described as a "crisis" because: (1) the relationship is on the verge of being terminated,"(2) the conflict is caused by a party's violation of law or ethical requirement, and (3) there is risk of a physical violence or other extreme retailiation or reaction.Rate this question:
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- 17.
The inhibitory reflex, as described in conflict resolution, can be thought of as "taking the wind out of another person's sail."
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
The inhibitory refex describes the way people make peace, not war.Rate this question:
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- 18.
When Person A's conciliatory gesture provides a stimulus for Person B's inhibitory reflect, which then produces another conciliatory gesture in Person B; and this in turn, continues to produce Person A's inhibitory reflex; we can describe this as:
Correct Answer
The Conciliatory Cycle
Conciliatory Cycle
conciliatory cycle
the conciliatory cycleExplanation
The given correct answer for this question is "The Conciliatory Cycle, Conciliatory Cycle, conciliatory cycle, the conciliatory cycle." This describes a cycle where one person's conciliatory gesture triggers the other person's inhibitory reflex, leading to another conciliatory gesture, and so on. The use of capitalization or lack thereof does not change the meaning of the term.Rate this question:
- 19.
The Conflict Mountain is a concept that describes the phases of a conflict resolution session. They include the:
- A.
Manager asking questions and making a decision about the outcome
- B.
Employees talking long enough to reach a solution on their own
- C.
Confrontation and conciliation
- D.
Manager listening and finding the best solution
Correct Answer
C. Confrontation and conciliationExplanation
When two employees are allowed to talk out their issues (confronting each other) for as long as it takes (over time) without interruption, long enough to find the solution, the "natural forces toward harmony" accrue and a breakthrough is achieved. This is the point at which both employees begin to engage in behaviors (conciliatory) that help them to move forward in a more positive and constructive manner.Rate this question:
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- 20.
A mutual attitude shift from "me against you" to "us against the problem" best describes the moment of a:
Correct Answer
breakthrough
break through
brake through
The Breakthrough
The Break ThroughExplanation
The correct answer is "breakthrough." This term refers to a significant development or achievement that occurs after a period of hard work or struggle. It implies a shift in attitude from individual competition to collaborative problem-solving, emphasizing the collective effort to overcome challenges. The other options, "break through," "brake through," "The Breakthrough," and "The Break Through," are not grammatically correct or commonly used phrases to describe this concept.Rate this question:
- 21.
As a manager conducting conflict resolution, you can help the employees achieve a breakthrough by allowing the natural "forces toward harmony." These forces toward harmony accrue during an uninterrupted dialogue. They include: (choose as many options as you wish).
- A.
Fatigue
- B.
Expressed readiness to end the session
- C.
Desire for peace
- D.
Presenting options as a solution
- E.
Mental or emotional exhaustion
- F.
Inhibitory reflex
Correct Answer(s)
A. Fatigue
C. Desire for peace
E. Mental or emotional exhaustion
F. Inhibitory reflexExplanation
Clearly, a readiness to end the session in no way indicates that both employees have reached an agreement with a "win-win" resolution that is acceptable to both. Talking about options as a solution to the problem, although beneficial, does not in and of itself is not a force toward harmony.Rate this question:
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- 22.
Managerial conflict resolution is appropriate in which one of the following situations?
- A.
When two employees simply cannot get along and one clearly has a chemical or substance abuse problem.
- B.
When two employees cannot get along because one is highly trained and experienced and the other requires more training and skill proficiency to do the job well.
- C.
When two employees simply cannot get along and one should be disciplined for a violation for a policy, procedure, rule or regulation.
- D.
When there is a "simple" workplace conflict and the manager is trained to facilitate conflict resolution.
Correct Answer
D. When there is a "simple" workplace conflict and the manager is trained to facilitate conflict resolution.Explanation
Managerial conflict resolution is appropriate when there is a "simple" workplace conflict and the manager is trained to facilitate conflict resolution. This means that the conflict between the employees is not severe or complex, and the manager has the necessary skills and training to effectively mediate and resolve the conflict. In this situation, the manager can step in and help the employees find a mutually agreeable solution, improving their working relationship and maintaining a productive work environment.Rate this question:
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- 23.
When using managerial conflict resolution as a tool for helping employees resolve their differences, it is the manager who identifies WHAT the problem is that needs to be solved and the employees identify HOW it will be solved.
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
The manager clearly states the problem that two employees' behavior has contributed to and delegates the responsibility to the employees to identify the solution to the problem. The manager does not find the solution for them.Rate this question:
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- 24.
Which of the following steps are included in managerial conflict resolution? (Choose as many options as you like).
- A.
Deciding whether or not you will conduct managerial conflict resolution.
- B.
Talking to each employee seperately.
- C.
Deciding who is right and who is wrong.
- D.
Planning the time and the place for a meeting with you and the two employees involved in the conflict.
- E.
Holding a three-way meeting with you and the two employees involved in the conflict.
- F.
Follow-up.
Correct Answer(s)
A. Deciding whether or not you will conduct managerial conflict resolution.
B. Talking to each employee seperately.
D. Planning the time and the place for a meeting with you and the two employees involved in the conflict.
E. Holding a three-way meeting with you and the two employees involved in the conflict.
F. Follow-up.Explanation
The steps included in managerial conflict resolution are: deciding whether or not you will conduct managerial conflict resolution, talking to each employee separately, planning the time and the place for a meeting with you and the two employees involved in the conflict, holding a three-way meeting with you and the two employees involved in the conflict, and follow-up. These steps involve assessing the need for conflict resolution, gathering information from each employee, scheduling a meeting to address the conflict, facilitating a discussion between the involved parties, and ensuring that the resolution is implemented and monitored.Rate this question:
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- 25.
What are the three primary tasks of manager to consider when using managerial conflict resolution?
- A.
Ask good questions to gather accurate facts and information.
- B.
Keep both employees talking to each other.
- C.
Sit, listen and wait.
- D.
Help the employees find an agreement to a solution that works for both of them.
- E.
Support conciliatory gestures made by either employee.
Correct Answer(s)
B. Keep both employees talking to each other.
C. Sit, listen and wait.
E. Support conciliatory gestures made by either employee.Explanation
The three primary tasks of a manager to consider when using managerial conflict resolution are to keep both employees talking to each other, sit, listen and wait, and support conciliatory gestures made by either employee. By encouraging open communication between the conflicting parties, the manager can help them express their concerns and perspectives. By patiently listening and waiting, the manager allows both employees to fully express themselves before intervening. Additionally, by supporting conciliatory gestures, the manager promotes a collaborative and cooperative environment, encouraging the employees to find a mutually acceptable solution.Rate this question:
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- 26.
All of the following are statements of voluntary vulnerability EXCEPT:
- A.
One employee owns up to his/her responsibility that contributed to the problem.
- B.
One employee self-discloses personal information to the other employee.
- C.
One employee holds onto his own view and position.
- D.
One employee expresses positive views of the other person.
- E.
One employee expresses a need to the other employee to help find a solution to their conflict because it's in their best interest to do so.
Correct Answer
C. One employee holds onto his own view and position.Explanation
When one employee holds onto his/her viewpoint or position, this does not help to resolve the conflict in which both employees' needs and interests are met.Rate this question:
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- 27.
When both employees reach an agreement, it should be in writing.
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
When both employees reach an agreement, it should be in writing because a written agreement helps to ensure that both parties are clear about the terms and conditions of the agreement. It provides a record of the agreement that can be referred to in case of any disputes or misunderstandings in the future. A written agreement also helps to protect the rights and interests of both employees and provides a level of legal protection.Rate this question:
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- 28.
Which THREE of the following elements would make for an "ideal agreement" between two employees? Their agreement should:
- A.
Be fair and balanced
- B.
Be behaviorally specific
- C.
Include timeframes
- D.
Be written
- E.
Include the manager's approval
Correct Answer(s)
A. Be fair and balanced
B. Be behaviorally specific
D. Be writtenExplanation
An ideal agreement between two employees should be fair and balanced to ensure that both parties are treated equitably. It should also be behaviorally specific to clearly outline the expected behaviors and actions of each employee. Additionally, including timeframes in the agreement will help establish deadlines and ensure accountability. Lastly, having the agreement in written form will provide a clear and tangible reference for both employees. The manager's approval is not necessary for the agreement to be ideal, as it depends on the specific circumstances and organizational structure.Rate this question:
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- 29.
When considering using managerial conflict resolution, you would want to get voluntary agreement from both employees to attend the session with you.
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
In order to ensure that the process works effectively, and to expect a good outcome, you want to ask for voluntary agreement from both employees to attend a session with you. If either employee would prefer to meet with someone else, other than yourself, that's a viable option.Rate this question:
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- 30.
Managerial conflict resolution is a confidential process and the information in the session and the agreement should not be shared with anyone.
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
No information shared during a managerial conflict resolution session should be repeated by anyone for any reason to another person. The exception is when there is a potential threat or harm to oneself or another person. Then, that potentially harmful or threatening behavior can be reported.Rate this question:
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