How skilled are you at managing and diffusing difficult situations?
The ability to effectively deal with escalating conflicts and tension at work is one of the hallmarks of a strong leader. As someone who is in an executive position with many people reporting to you, this ability to address interpersonal conflict is critical.
This assessment will help you determine whether you are good at diffusing employee tensions, managing conflict, negotiating difficult situations, and easing hostility in employees or customers. Results will indicate your relative strengths and weaknesses in these areas.
Please complete all items. Rate each item on a scale of 1-5. Please choose one number and do not write a decimal, such as 3.5. Select the answer that best represents your feelings, thoughts, and behaviors regarding your characteristics. Choose how true each statement is for you.
| If I need to mediate a conflict at work, I will keep the discussion focused on the impact on work performance and not allow it to become a series of personal attacks. |
| Less True - 1 2 3 4 5 - More True |
| If somebody has been doing something which I need to correct, I will address that person and begin by describing the more simple or easy aspects of the issues involved. |
| Less True - 1 2 3 4 5 - More True |
| I am aware of tension as it is building, not just when it reaches a boiling point. |
| Less True - 1 2 3 4 5 - More True |
| When I am managing a difficult situation, I ask others to point to specific behaviors and examples rather than to make generalizations or attribute issues to other's personalities. |
| Less True - 1 2 3 4 5 - More True |
| If someone addresses me about a concern regarding my behavior, I listen attentively and let them know that I appreciate the fact that they came to me directly. |
| Less True - 1 2 3 4 5 - More True |
| I frequently help people to generate multiple perspectives or alternatives to difficult issues. |
| Less True - 1 2 3 4 5 - More True |
| When coworkers of equal status to myself have disagreements at work, I carefully think about the pros and cons of getting involved. |
| Less True - 1 2 3 4 5 - More True |
| I frequently see diversity in an organization as a great source of strength rather than as a conflict-generator. |
| Less True - 1 2 3 4 5 - More True |
| My listening skills and ability to empathize with someone else's position can be considered very strong. |
| Less True - 1 2 3 4 5 - More True |
| If I need to correct someone's behavior, I do not make personal accusations of that person, instead, I present the facts involved. |
| Less True - 1 2 3 4 5 - More True |
| I often wait before intervening to see if a pattern of conflicts has formed or to see if the parties will resolve the conflict on their own. |
| Less True - 1 2 3 4 5 - More True |
| I do not often get involved with the rumor mills or gossip at work. |
| Less True - 1 2 3 4 5 - More True |
| I recognize that some level of conflict or disagreement is related to positive organizational outcomes and that not all conflict is bad. |
| Less True - 1 2 3 4 5 - More True |
| It is common for me to encourage a discussion about a problem with another person by inviting his questions and perspective on the issue at hand. |
| Less True - 1 2 3 4 5 - More True |
| I try to avoid stereotyping at work, assigning labels to certain people, and assuming that those people caused the problems. |
| Less True - 1 2 3 4 5 - More True |
| If someone has complained about me, I am genuinely concerned and curious to find out more, even if I disagree. |
| Less True - 1 2 3 4 5 - More True |
| When I think about conflicts, I think about solutions and opportunities. |
| Less True - 1 2 3 4 5 - More True |
| It is typical for me to encourage others to take the lead or the initiative to resolve the controversy themselves. |
| Less True - 1 2 3 4 5 - More True |
| I believe it is important to acknowledge conflict when I see it and to respond by stating the conflict and the fact that it needs to be resolved in some manner. |
| Less True - 1 2 3 4 5 - More True |
| When others are in conflict, I help them to first find the areas that they agree upon as a starting point. |
| Less True - 1 2 3 4 5 - More True |
| If I am serving as a mediator, I am typically able to keep neutral and not take sides, even in my head. |
| Less True - 1 2 3 4 5 - More True |
| I have made my office or my position at work a 'gossip-free' zone. |
| Less True - 1 2 3 4 5 - More True |
| When someone has an issue with something that I have done, I openly invite them to suggest alternative actions for me to try the next time. |
| Less True - 1 2 3 4 5 - More True |
| If managing a conflict, I usually consider whether cultural (ethnicity, gender, religious orientation, etc.) considerations or misunderstandings are at the root of the situation. |
| Less True - 1 2 3 4 5 - More True |
| I understand and frequently think about the fact that there are numerous causes to conflicts, such as personal problems, information problems, environmental problems, or incompatibility problems. |
| Less True - 1 2 3 4 5 - More True |
| When a coworker tries to talk to me about another coworker behind her back, I have no problem telling that coworker that I do not want to get involved. |
| Less True - 1 2 3 4 5 - More True |
| When in a conflict situation, I am usually able to negotiate to get some of my needs met and compromise on the less important areas. |
| Less True - 1 2 3 4 5 - More True |
| I try to use a problem-solving or collaborative approach in dealing with concerns. |
| Less True - 1 2 3 4 5 - More True |
| In a conflict situation, I try to deal with focusing on the solution rather than assigning fault or blame. |
| Less True - 1 2 3 4 5 - More True |
| If diffusing a tension at work, I help people look to the shared goals that they are working to achieve by saying something like, 'what are the common goals that you both share that underlie this discussion?' |
| Less True - 1 2 3 4 5 - More True |
Your Name:
Your Email: |
