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Survey Questions: Conflict Management

• Our department deals effectively with employee grievances.
• I am able to achieve mutually acceptable solutions through collaborative efforts by both parties.
• My manager settles disputes with agreement from both parties.
• I seek to achieve mutually acceptable outcomes.
• Managers are able to resolve issues and conflicts.
• I am able to settle disputes equitably.
• I can settle disputes resulting in a win-win for both parties.
• The team leader possesses the necessary skills to manage conflict and relationships.
• Management works to settle conflicts in a manner that is acceptable for a long-term solution.
• I settle disputes amicably.
• My manager is able to resolve issues.

• My division anticipates where bottlenecks or competing priorities may cause tension and adjusts systems accordingly.
• Our team creates an environment where concerns can be voiced early, making it easier to address issues before they escalate.
• My manager identifies and takes steps to prevent potential confrontations.
• Supervisors prevent minor issues from escalating into major problems.
• My supervisor seeks to avert the recurrence of conflict issues.
• The supervisor does not let minor issues escalate into major problems.
• My manager demonstrates how to de-escalate through tone, body language, and word choice.
• The supervisor helps defuse conflicts before they become major issues.
• My team leader facilitates early brainstorming and inclusive discussions to prevent adversarial dynamics.
• My manager is good at preventing office conflicts from escalating.
• Our team is equipped with tools to self-manage conflict and engage in productive dialogue.
• Leaders reduce ambiguity that often lead to conflict by proactively defining roles, responsibilities, and communication norms.

• Decision-making protocols are clarified during conflict to ensure accountability and avoid power struggles.
• My manager removes misperceptions that may be contributing to the conflict.
• Our department communications helps to avoid misperceptions about issues.
• The manager always seeks to remove misperceptions that may contribute toward conflict.
• The department head is open and honest to avoid misunderstandings within the department.
• The team leader explains rules for engagement.

• The HR Department ensures that the basic needs of each party are satisfied.
• Managers strive to ensure that all basic needs are met, resulting in mutual benefits for all parties.
• The HR Department is good about acknowledging each party's intrinsic needs.
• My manager tries to ensure that all basic needs are satisfied.
• The supervisor addresses concerns about the availability of limited resources.
• Our leadership seeks to reduce the scarcity of limited resources by sourcing materials from new locations.

• Managers encourage individuals to seek areas of common ground.
• Team leaders assist team members by helping them see the other points of view.
• I can identify areas of agreement and common ground.
• The HR Department gets both sides to agree on a common framework.
• My manager is able to identify areas of agreement and common ground to form basis of resolution.

• Managers encourage both sides to make compromises to resolve the conflict.
• Our manager promotes mutual compromise to achieve conflict resolution.
• Leaders in our department seek to have both sides voluntarily work together to resolve their differences.
• I feel that arbitrators ensure that both parties work toward finding compromise.
• Union representatives are open to identify potential opportunities for compromise.
• I can resolve conflicts by identifying potential opportunities for compromise.

• I try to understand others' point of view before making judgments.
• Management could more easily resolve grievances through a better understanding and appreciation of what each side needs.
• I feel my manager works with the union representatives to develop a shared understanding of the issues involved.
• I feel that management facilitates the resolution of grievances by fostering mutual understanding and appreciation of each party's needs.
• My manager encourages a better understanding of past behaviors and how they might evolve to support healthier collaboration.

• The project lead demonstrates empathy and insight by recognizing what's driving the conflict beneath the surface.
• The supervisor monitors emotional cues and behavioral signals to assess underlying motivations or unspoken concerns.
• Our manager helps individuals feel acknowledged and builds trust in the resolution process.
• Supervisors in our department avoid engaging in conflicts over minor workplace matters.
• The HR Department helps to maintain dignity of all persons involved.
• My manager avoids being judgmental and micromanaging of employees.
• My manager applies diagnostic thinking to interpersonal tensions, identifying whether the issue stems from values, roles, goals, or procedures.
• My manager avoids conflicts over minor issues.

• I am able to establish roles and responsibilities of team members.
• Roles are defined to depersonalize conflict, helping team members focus on responsibilities rather than personalities.
• It is easy for me to determine who has the autonomy (authority) to make the decisions necessary to end the conflict.
• My manager defines escalation pathways so team members know when and how to involve higher authority.
• Managers ensure role clarity during high-stress situations, preventing overlap or confusion that could intensify conflict
• I can establish roles and responsibilities.
• Supervisors communicate who is responsible for follow-up actions after a conflict is resolved, ensuring closure and continuity.
• The supervisor facilitates role-based mediation, ensuring that each party understands their scope and limitations in the resolution process.
• I can identify who holds the authority to make decisions.
• I discuss conflict situations with supervisor.

• I listen to individuals as they offer their unique perspectives on the situation.
• My manager attentively hears each person as they share their distinct viewpoints on the matter.
• My team leader avoids premature conclusions, allowing space for nuance and deeper understanding.
• Leadership works to reduce misunderstandings and poor communication.
• In our department, the manager ensures that each party feels heard and understood, while reducing assumptions and misinterpretations.
• The project manager guides participants to hear one another, not just speak.
• The supervisor gathers patterns from conversations that inform broader organizational improvements.
• My manager facilitates dialog between stakeholders.
• The team leader facilitates dialog between team members.

• The manager creates balance in discussions by drawing out perspectives that may otherwise go unheard.
• My department invites diverse perspectives and unconventional ideas during conflict discussions to expand solution possibilities.
• Leaders in our department encourage team members to express their ideas and concerns openly.
• The team leader is able to prepare team members to accept differing view points.
• Team members are encouraged to express their ideas and concerns openly.
• The HR Department ensures fair treatment for both parties, giving each the chance to speak and share their viewpoints.
• The project manager ensures that all team members feel respected and heard.

• I am able to facilitate both parties in collaboratively seeking a compromise.
• My manager actively engages both parties to voluntarily collaborate and resolve their differences.
• The department creates an environment where team members work collaboratively rather than compete with one another.
• The supervisor empowers employees to take ownership of conflict outcomes, fostering a sense of agency and continuous improvement.
• My manager initiates collaborative processes to reduce conflict.
• Leadership is supportive of consensus and power sharing.
• I feel comfortable facilitating collaborative processes to reduce conflict.
• Leaders use storytelling or analogies to reframe perspectives and soften resistance to change.

• My manager demonstrates flexibility and willingness to adjust their own approach when it contributes to a more constructive resolution.
• The department head revisits previously held assumptions or decisions when new information or perspectives emerge.
• Our supervisor supports experimentation with new team norms or workflows that may reduce future conflicts.
• The project manager transforms conflicts into learning moments, helping individuals see tension as a catalyst for growth.
• Our team promotes a culture where conflicts are seen as opportunities for change, not threats.
• Our team is open to change and willing to adjust our approach to problems.
• Employees are willing to accept new approaches that emerge from conflict discussions, turning conflict into creative momentum.
• Managers model vulnerability and openness, showing that change begin with self-awareness and humility.
• My manager recognizes and rewards changes from employees that contribute to conflict resolution and team harmony.

• My supervisor influences attitudes, beliefs, and behaviors in a way that fosters resolution and cooperation.
• I am able to frame conflict resolution as a shared goal, helping parties see mutual benefit and common ground.
• My manager can persuade individuals to alter their underlying work behaviors which may have led to the conflict.
• Supervisors demonstrate credibility and trustworthiness, making others more receptive to difficult feedback or compromise.
• I know how to persuade others to accept ideas that may be difficult and uncomfortable.
• Leaders encourage reflection and self-awareness, prompting individuals to reconsider assumptions or biases contributing to conflict.
• My manager is able to persuade and influence others.
• Supervisors balance assertiveness with empathy, persuading without coercion and influencing without alienating

• The supervisor quickly responds to important issues.
• My manager addresses contentious issues earlier rather than later.
• The HR support desk is responsive to contentious issues.
• The HR Department attempts to accommodate vital interests of those who felt alienated or suffered injustice.

• I can identify the root cause of the problems.
• My manager attempts to determine the root sources of grievances.
• Managers clarify ambiguous situations by asking questions tailored to help others articulate their concerns more precisely.
• I feel that leadership makes an effort to investigate opportunities to achieve mutually beneficial solutions to conflicts.
• Leaders conduct post-conflict reflection sessions to investigate improvement areas and spark innovation.
• I can identify the root sources of conflict.
• I often explore the feasibility of alternative solutions to resolve conflicts.

• My manager uses logic and reasoning to determine the best course of action for resolving the conflict.
• The team leader distinguishes between surface-level disagreements and deeper systemic issues, ensuring interventions target the right level.
• Leaders translate abstract concerns into actionable steps, helping teams move from confusion to clarity.
• My supervisor synthesizes input from multiple stakeholders to form a coherent understanding of the conflict landscape.
• Our team identifies patterns in recurring conflicts, using historical data or behavioral trends to inform resolution strategies.
• The project lead breaks down conflict into component parts (e.g., interests, emotions, miscommunications) to isolate key drivers.
• My team uses data or evidence strategically to support resolution strategies and influence skeptical stakeholders.
• My manager reads situations accurately and quickly.
• My team leader helps employees to think through alternative ways to resolve conflict situations.
• Our team combines different ideas and viewpoints to effectively resolve conflicts.

• Conflict resolution is linked to broader business goals for strategic advantage.
• The team leader develops long-term methods for addressing conflicts.
• I can identify strategies to prevent the recurrence of issues.
• Colleagues use structured frameworks or models (e.g., interest-based negotiation, root cause analysis) to guide client conflict resolution.
• Our manager develops long-term methods for addressing conflicts.
• My supervisor builds coalitions or allies to reinforce key messages and create momentum for resolution.
• My manager examines differences and disagreements for creative and strategic resolutions.
• My team leader navigates emotionally charged situations with tact, persuading others to consider alternative viewpoints without defensiveness.
• Leaders in our department prefer to resolve conflicts through negotiation rather than coercion.
• Our department evaluates the potential consequences of different resolution paths, weighing risks, trade-offs, and long-term impacts.

• My department uses conflict as a springboard for leadership development, helping individuals grow in resilience, empathy, and influence.
• The supervisor uses conflicts to challenge outdated norms or assumptions, prompting fresh thinking and cultural evolution.
• I can see conflicts as chances to develop innovative and effective solutions.
• My manager reframes conflicts as opportunities to innovate and create new solutions to problems.
• My manager identifies hidden opportunities in stakeholder disagreements, such as unmet needs, untapped markets, or process inefficiencies.
• The project manager encourages teams to extract lessons from conflict and apply them to improve processes, relationships, or strategy.
• Colleagues in our department celebrate breakthroughs that arise from difficult conversations, reinforcing the value of constructive conflict.
• The project manager helps team members reframe conflict as an indicator for needed change, rather than a disruption to be avoided.
• I view conflicts as opportunities to create constructive and novel solutions to problems.
• I can turn conflicts into action that creates business results.