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Questionnaire Items Measuring Conflict Management

Conflict management skills are important for maintaining a productive and harmonious environment. Here are some critical components of managing conflict:

• Taking Preventative Actions: Preventing conflicts through more effective work assignments and scheduling. Preventing small problems from escalating into major issues.
• Clarity: Making sure there are no misconceptions or misunderstandings.
• Ensuring Basic Needs: Making sure everyone's basic needs are met.
• Finding Common Ground: Identifying shared interests and goals to form the basis of resolution.
• Compromise: Resolving conflicts sometimes involves making compromises.
• Understanding: Developing an understanding of others' viewpoints through active listening helps build trust and respect and enables collaborating to find a resolution.
• Viewpoints: Understanding and respecting the viewpoints of others.

Effective conflict management skills are important to a manager's success as they help to resolve conflicts quickly and preventing disruptions to the work. Managing conflicts well fosters a positive work environment, strengthening relationships among individuals. Constructive conflict can even lead to diverse viewpoints and innovative solutions, improving overall decision-making.

360-Degree Feedback Questionnaire Items

Conflict Management gives managers the ability to navigate disputes with strategic insight and emotional intelligence, transforming tension into opportunities for growth by fostering clarity, empathy, and inclusive collaboration that leads to sustainable resolution and team alignment.



Successful

• Deals effectively with employee grievances.
• Achieves mutually acceptable solutions through collaborative efforts by both parties.
• Able to settle disputes equitably.
• Possesses the necessary skills to manage conflict and relationships.
• Works to settle conflicts in a manner that is acceptable for a long-term solution.
• Settles disputes with agreement from both parties.
• Seeks to achieve mutually acceptable outcomes.
• Settles disputes resulting in a win-win for both parties.
• Able to resolve issues.
• Settles disputes amicably.

Preventative

• Identifies and takes steps to prevent potential confrontations.
• Demonstrates how to de-escalate through tone, body language, and word choice.
• Prevents minor issues from escalating into major problems.
• Equips the team with tools to self-manage conflict and engage in productive dialogue.
• Seeks to avert the recurrence of conflict issues.
• Does not let minor issues escalate into major problems.
• Facilitates early brainstorming and inclusive discussions to prevent adversarial dynamics.
• Creates an environment where concerns can be voiced early, making it easier to address issues before they escalate.
• Uses informal and formal feedback loops to detect brewing tensions and intervene constructively.
• Anticipates where bottlenecks or competing priorities may cause tension and adjusts systems accordingly.
• Reduces ambiguity that often leads to conflict by proactively defining roles, responsibilities, and communication norms.

Clarity

• Removes misperceptions that may be contributing to the conflict.
• Clearly expresses expectations to others.
• Helps others avoid misperceptions about issues.
• Is open and honest to avoid misunderstandings.
• Seeks to remove misperceptions that may contribute toward conflict.
• Clarifies decision-making protocols during conflict to ensure accountability and avoid power struggles.
• Helps others avoid misperceptions.
• Describes the protocols to be used.
• Explains rules for engagement.
• Clarifies expectations.

Basic Needs

• Addresses concerns about the availability of limited resources.
• Works to meet the basic needs of each side in the conflict.
• Seeks to reduce the scarcity of limited resources by sourcing materials from new locations.
• Strives to ensure that all basic needs are met, resulting in mutual benefits for both parties.
• Tries to ensure that all basic needs are satisfied.
• Ensures that the basic needs of each party are satisfied.
• Acknowledges each party's intrinsic needs.

Common Ground

• Assists team members by helping them see the other point of view.
• Encourages individuals to seek areas of common ground.
• Identifies areas of agreement and common ground to form basis of resolution.
• Identifies areas of agreement and common ground.
• Helps align team members toward a common goal.
• Gets both sides to agree on a common framework.
• Finds common ground between parties.

Compromise

• Ensures that both parties work toward finding compromise.
• Encourages both sides to make compromises to resolve the conflict.
• Seeks to have both sides voluntarily work together to resolve their differences.
• Promotes mutual compromise to achieve conflict resolution.
• Identifies potential opportunities for compromise.
• Resolves conflicts by identifying potential opportunities for compromise.

Understanding

• Tries to understand others' point of view before making judgments
• Seeks to develop a shared understanding of the issues involved.
• Resolves grievances through a better understanding and appreciation of what each side needs.
• Facilitates the resolution of grievances by fostering mutual understanding and appreciation of each party's needs.
• Encourages a better understanding of past behaviors and how they might evolve to support healthier collaboration.
• Exposes conflicts for resolution.
• Tempers expectations.

Interpersonal

• Helps to maintain dignity of all persons involved.
• Avoids being judgmental and micromanaging of employees.
• Avoids conflicts over minor issues.
• Demonstrates empathy and insight by recognizing what's driving the conflict beneath the surface.
• Monitors emotional cues and behavioral signals to assess underlying motivations or unspoken concerns.
• Responds calmly and courteously to help de-escalate situations and lead to more productive and respectful dialogue showcasing effective conflict resolution skills.
• Helps individuals feel acknowledged and builds trust in the resolution process.
• Applies diagnostic thinking to interpersonal tensions, identifying whether the issue stems from values, roles, goals, or procedures.
• Avoids engaging in conflicts over minor workplace matters.
• Remains calm and nonjudgmental.

Roles

• Discusses conflict situations with supervisor.
• Defines escalation pathways so team members know when and how to involve higher authority.
• Establishes roles and responsibilities.
• Determines who has the autonomy (authority) to make the decisions necessary to end the conflict.
• Ensures role clarity during high-stress situations, preventing overlap or confusion that could intensify conflict
• Establishes roles and responsibilities of team members.
• Communicates who is responsible for follow-up actions after a conflict is resolved, ensuring closure and continuity.
• Facilitates role-based mediation, ensuring that each party understands their scope and limitations in the resolution process.
• Identifies who holds the authority to make decisions.
• Uses role definitions to depersonalize conflict, helping team members focus on responsibilities rather than personalities.

Listening

• Listens to individuals as they offer their unique perspectives on the situation.
• Facilitates dialog between stakeholders.
• Facilitates dialog between team members.
• Guides participants to hear one another, not just speak.
• Avoids premature conclusions, allowing space for nuance and deeper understanding.
• Attentively hears each person as they share their distinct viewpoints on the matter.
• Works to reduce misunderstandings and poor communication.
• Facilitates constructive dialog with stakeholders.
• Gathers patterns from conversations that inform broader organizational improvements.
• Ensures that each party feels heard and understood, while reducing assumptions and misinterpretations.

Viewpoints

• Invites diverse perspectives and unconventional ideas during conflict discussions to expand solution possibilities.
• Shares competing viewpoints to expand viewpoints.
• Combines ideas and viewpoints of different team members.
• Encourages team members to express their ideas and concerns openly.
• Ensures fair treatment for both parties, giving each the chance to speak and share their viewpoints.
• Helps others to see perceptions that they have about an issue.
• Prepares team members to accept differing view points.
• Ensures that all team members feel respected and heard.
• Creates balance in discussions by drawing out perspectives that may otherwise go unheard.

Facilitative

• Is supportive of consensus and power sharing.
• Facilitates collaborative processes to reduce conflict.
• Steers the process towards compromise and conflict resolution.
• Initates collaborative processes to reduce conflict.
• Empowers employees to take ownership of conflict outcomes, fostering a sense of agency and continuous improvement.
• Facilitates both parties in collaboratively seeking a compromise.
• Uses storytelling or analogies to reframe perspectives and soften resistance to change.
• Actively engages both parties to voluntarily collaborate and resolve their differences.
• Creates an environment where team members work collaboratively rather than compete with one another.

Open to Change

• Demonstrates flexibility and willingness to adjust their own approach when it contributes to a more constructive resolution.
• Promotes openness and urges individuals to explore various options for resolving the conflict.
• Models vulnerability and openness, showing that change begins with self-awareness and humility.
• Promotes a culture where conflicts are seen as opportunities for change, not threats.
• Revisits previously held assumptions or decisions when new information or perspectives emerge.
• Encourages individuals to modify their underlying work behaviors that may have contributed to the conflict.
• Recognizes and rewards changes from employees that contribute to conflict resolution and team harmony.
• Supports experimentation with new team norms or workflows that may reduce future conflicts.

Persuasive

• Demonstrates credibility and trustworthiness, making others more receptive to difficult feedback or compromise.
• Frames conflict resolution as a shared goal, helping parties see mutual benefit and common ground.
• Able to persuade and influence others.
• Encourages reflection and self-awareness, prompting individuals to reconsider assumptions or biases contributing to conflict.
• Persuades individuals to alter their underlying work behaviors which may have led to the conflict.
• Influences attitudes, beliefs, and behaviors in a way that fosters resolution and cooperation.
• Persuades others to accept personal transformation.
• Balances assertiveness with empathy, persuading without coercion and influencing without alienating
• Persuades others to accept ideas that may be difficult and uncomfortable.

Creative

• Understands how to create innovative and effective conflict resolution solutions.
• Creates multiple solutions to resolve conflicts through brainstorming techniques.
• Creates an atmosphere of consensus and mutual respect to facilitate conflict resolution.
• Creates settlement agreements that are long lasting.
• Transforms conflicts into learning moments, helping individuals see tension as a catalyst for growth.
• Crafts messages that resonate better with the parties involved, making it easier to convey concerns and perspectives in a constructive manner.
• Experiments with new approaches that emerge from conflict discussions, turning conflict into creative momentum.
• Uses creative negotiation tactics can help find win-win solutions that satisfy all parties involved.

Responsive

• Uses structured frameworks for resolving conflicts, such as mediation or facilitated discussions.
• Addresses contentious issues earlier rather than later.
• Quickly responds to important issues.
• Signals respect and attentiveness, even when tensions are high or perspectives diverge sharply.
• Is responsive to contentious issues.
• Attempts to accommodate vital interests of those who felt alienated or suffered injustice.

Investigative

• Investigates opportunities to achieve mutually beneficial solutions to conflicts.
• Identifies the root cause of the problems.
• Conducts post-conflict reflection sessions to investigate improvement areas and spark innovation.
• Identifies the root sources of conflict.
• Clarifies ambiguous situations by asking questions tailored to help others articulate their concerns more precisely.
• Attempts to determine the root sources of grievances.
• Explores the feasibility of alternative solutions to resolve conflicts.
• Determines what issues can be agreed upon.

Analytical

• Helps employees to think through alternative ways to resolve conflict situations.
• Distinguishes between surface-level disagreements and deeper systemic issues, ensuring interventions target the right level.
• Synthesizes input from multiple stakeholders to form a coherent understanding of the conflict landscape.
• Translates abstract concerns into actionable steps, helping teams move from confusion to clarity.
• Uses data or evidence strategically to support resolution strategies and influence skeptical stakeholders.
• Combines different ideas and viewpoints.
• Identifies patterns in recurring conflicts, using historical data or behavioral trends to inform resolution strategies.
• Uses logic and reasoning to determine the best course of action for resolving the conflict.
• Breaks down conflict into component parts (e.g., interests, emotions, miscommunications) to isolate key drivers.
• Reads situations accurately and quickly.

Strategic

• Links conflict resolution to broader business goals, showing how resolving tension can unlock performance or market advantage.
• Evaluates the potential consequences of different resolution paths, weighing risks, trade-offs, and long-term impacts.
• Prefers to resolve conflicts through negotiation rather than coersion.
• Examines differences and disagreements for creative and strategic resolutions.
• Develops long-term methods for addressing conflicts.
• Uses structured frameworks or models (e.g., interest-based negotiation, root cause analysis) to guide conflict resolution.
• Identifies strategies to prevent the recurrence of issues.
• Builds coalitions or allies to reinforce key messages and create momentum for resolution.
• Navigates emotionally charged situations with tact, persuading others to consider alternative viewpoints without defensiveness.

Opportunities

• Helps team members reframe conflict as an indicator for needed change, rather than a disruption to be avoided.
• Reframes conflicts as opportunities to innovate and create new solutions to problems.
• Views conflicts as opportunities to create constructive and novel solutions to problems.
• Encourages teams to extract lessons from conflict and apply them to improve processes, relationships, or strategy.
• Uses conflicts to challenge outdated norms or assumptions, prompting fresh thinking and cultural evolution.
• Celebrates breakthroughs that arise from difficult conversations, reinforcing the value of constructive conflict.
• Identifies hidden opportunities in stakeholder disagreements, such as unmet needs, untapped markets, or process inefficiencies.
• Uses conflict as a springboard for leadership development, helping individuals grow in resilience, empathy, and influence.
• Sees conflicts as chances to develop innovative and effective solutions.
• Turns conflicts into action that creates business results.

Relationships

• Works with others as needed to facilitate resolution of conflicts.
• Seeks to maintain positive relationships with coworkers.
• Promotes employee engagement to reduce tensions and negativity, creating an environment where conflicts are easily managed.
• Guides others toward establishing strong relationships.
• Ensures productive business relationships.

Diversity

• Promotes a culture that values diverse perspectives.
• Values the diverse perspectives of others.

Employee Opinion Survey Items

Employees with high Conflict Management skills help organizations and departments by proactively addressing tensions before they escalate, fostering open communication, and creating psychologically safe environments where diverse perspectives are respected and integrated. Their ability to listen actively, empathize with others, and facilitate constructive dialogue enables teams to clarify misunderstandings, align expectations, and build trust. By reframing conflict as a catalyst for innovation and improvement, these employees contribute to stronger collaboration, more resilient relationships, and a culture of continuous learning--ultimately enhancing organizational effectiveness and cohesion



Successful

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

Preventative

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

Clarity

• The team leader explains rules for engagement.
• The department head is open and honest to avoid misunderstandings within the department.
• 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.
• Decision-making protocols are clarified during conflict to ensure accountability and avoid power struggles.

Basic Needs

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

Common Ground

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

Compromise

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

Understanding

• My manager encourages a better understanding of past behaviors and how they might evolve to support healthier collaboration.
• I feel that management facilitates the resolution of grievances by fostering mutual understanding and appreciation of each party's needs.
• 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 try to understand others' point of view before making judgments.

Interpersonal

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

Roles

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

Listening

• My team leader avoids premature conclusions, allowing space for nuance and deeper understanding.
• The supervisor gathers patterns from conversations that inform broader organizational improvements.
• The team leader facilitates dialog between team members.
• Leadership works to reduce misunderstandings and poor communication.
• The project manager guides participants to hear one another, not just speak.
• In our department, the manager ensures that each party feels heard and understood, while reducing assumptions and misinterpretations.
• 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 manager facilitates dialog between stakeholders.

Viewpoints

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

Facilitative

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

Open to Change

• My manager recognizes and rewards changes from employees that contribute to conflict resolution and team harmony.
• The department head revisits previously held assumptions or decisions when new information or perspectives emerge.
• 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.
• 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.
• My manager demonstrates flexibility and willingness to adjust their own approach when it contributes to a more constructive resolution.

Persuasive

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

Responsive

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

Investigative

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

Analytical

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

Strategic

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

Opportunities

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

Self-Assessment Items

Successful

• You deal effectively with employee grievances.
• I achieve mutually acceptable solutions through collaborative efforts by both parties.
• I work to settle conflicts in a manner that is acceptable for a long-term solution.
• You settle disputes resulting in a win-win for both parties.
• I seek to achieve mutually acceptable outcomes.
• You settle disputes with agreement from both parties.
• You are able to settle disputes equitably.
• I possess the necessary skills to manage conflict and relationships.
• You are able to resolve issues.
• You settle disputes amicably.

Preventative

• You identify and takes steps to prevent potential confrontations.
• I prevent minor issues from escalating into major problems.
• You create an environment where concerns can be voiced early, making it easier to address issues before they escalate.
• I do not let minor issues escalate into major problems.
• I demonstrate how to de-escalate through tone, body language, and word choice.
• You facilitate early brainstorming and inclusive discussions to prevent adversarial dynamics.
• I seek to avert the recurrence of conflict issues.
• I anticipate where bottlenecks or compete priorities may cause tension and adjust systems accordingly.
• I use informal and formal feedback loops to detect brewing tensions and intervene constructively.
• You equip the team with tools to self-manage conflict and engage in productive dialogue.
• I reduce ambiguity that often leads to conflict by proactively defining roles, responsibilities, and communication norms.

Clarity

• I remove misperceptions that may be contributing to the conflict.
• You clearly express expectations to others.
• You help others avoid misperceptions about issues.
• You are open and honest to avoid misunderstandings.
• I seek to remove misperceptions that may contribute toward conflict.
• You clarify decision-making protocols during conflict to ensure accountability and avoid power struggles.
• You help others avoid misperceptions.
• You describe the protocols to be used.
• You explain rules for engagement.
• You clarify expectations.

Basic Needs

• I acknowledge each party's intrinsic needs.
• I strive to ensure that all basic needs are met, resulting in mutual benefits for both parties.
• I work to meet the basic needs of each side in the conflict.
• I seek to reduce the scarcity of limited resources by sourcing materials from new locations.
• I address concerns about the availability of limited resources.
• I ensure that the basic needs of each party are satisfied.
• I try to ensure that all basic needs are satisfied.

Common Ground

• You assist team members by helping them see the other point of view.
• You identify areas of agreement and common ground.
• I encourage individuals to seek areas of common ground.
• You identify areas of agreement and common ground to form basis of resolution.
• You get both sides to agree on a common framework.
• You help align team members toward a common goal.
• You find common ground between parties.

Compromise

• I encourage both sides to make compromises to resolve the conflict.
• I seeks to have both sides voluntarily work together to resolve their differences.
• I promote mutual compromise to achieve conflict resolution.
• I ensure that both parties work toward finding compromise.
• You identify potential opportunities for compromise.
• You resolve conflicts by identifying potential opportunities for compromise.

Understanding

• You try to understand others' point of view before making judgments
• I seek to develop a shared understanding of the issues involved.
• I encourage a better understanding of past behaviors and how they might evolve to support healthier collaboration.
• I resolve grievances through a better understanding and appreciation of what each side needs.
• I facilitate the resolution of grievances by fostering mutual understanding and appreciation of each party's needs.
• You expose conflicts for resolution.
• You temper expectations.

Interpersonal

• You help individuals feel acknowledged and build trust in the resolution process.
• I help to maintain dignity of all persons involved.
• I avoid being judgmental and micromanaging of employees.
• You apply diagnostic thinking to interpersonal tensions, identifying whether the issue stems from values, roles, goals, or procedures.
• I avoid conflicts over minor issues.
• You respond calmly and courteously to help de-escalate situations and lead to more productive and respectful dialogue showcase effective conflict resolution skills.
• I avoid engaging in conflicts over minor workplace matters.
• I demonstrate empathy and insight by recognizing what's driving the conflict beneath the surface.
• You monitor emotional cues and behavioral signals to assess underlying motivations or unspoken concerns.
• You remain calm and nonjudgmental.

Roles

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

Listening

• I gather patterns from conversations that inform broader organizational improvements.
• You guide participants to hear one another, not just speak.
• You ensure that each party feels heard and understood, while reducing assumptions and misinterpretations.
• I work to reduce misunderstandings and poor communication.
• You facilitate dialog between team members.
• You avoid premature conclusions, allow space for nuance and deeper understanding.
• You facilitate constructive dialog with stakeholders.
• I attentively listen to each person as they share their distinct viewpoints on the matter.
• I listen to individuals as they offer their unique perspectives on the situation.
• You facilitate dialog between stakeholders.

Viewpoints

• You share competing viewpoints to expand viewpoints.
• I ensure that all team members feel respected and heard.
• You help others to see perceptions that they have about an issue.
• You prepare team members to accept differing view points.
• You create balance in discussions by draw out perspectives that may otherwise go unheard.
• I invite diverse perspectives and unconventional ideas during conflict discussions to expand solution possibilities.
• I encourage team members to express their ideas and concerns openly.
• You combine ideas and viewpoints of different team members.
• I ensure fair treatment for both parties, giving each the chance to speak and share their viewpoints.

Facilitative

• I initate collaborative processes to reduce conflict.
• I empower employees to take ownership of conflict outcomes, fostering a sense of agency and continuous improvement.
• I actively engage both parties to voluntarily collaborate and resolve their differences.
• I am supportive of consensus and power sharing.
• I facilitate both parties in collaboratively seeking a compromise.
• I facilitate collaborative processes to reduce conflict.
• You use storytelling or analogies to reframe perspectives and soften resistance to change.
• I steer the process towards compromise and conflict resolution.
• I create an environment where team members work collaboratively rather than compete with one another.

Open to Change

• I recognize and reward changes from employees that contribute to conflict resolution and team harmony.
• I support experimentation with new team norms or workflows that may reduce future conflicts.
• I model vulnerability and openness, showing that change begins with self-awareness and humility.
• I promote openness and urge individuals to explore various options for resolving the conflict.
• I promote a culture where conflicts are seen as opportunities for change, not threats.
• I revisit previously held assumptions or decisions when new information or perspectives emerge.
• I encourage individuals to modify their underlying work behaviors that may have contributed to the conflict.
• You demonstrate flexibility and willingness to adjust your own approach when it contributes to a more constructive resolution.

Persuasive

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

Creative

• I understand how to create innovative and effective conflict resolution solutions.
• I create multiple solutions to resolve conflicts through brainstorming techniques.
• You craft messages that resonate better with the parties involved, making it easier to convey concerns and perspectives in a constructive manner.
• You create an atmosphere of consensus and mutual respect to facilitate conflict resolution.
• I create settlement agreements that are long lasting.
• I experiment with new approaches that emerge from conflict discussions, turning conflict into creative momentum.
• I use creative negotiation tactics can help find win-win solutions that satisfy all parties involved.
• You transform conflicts into learning moments, helping individuals see tension as a catalyst for growth.

Responsive

• You use structured frameworks for resolving conflicts, such as mediation or facilitated discussions.
• You respond quickly to important issues.
• I address contentious issues earlier rather than later.
• I am responsive to contentious issues.
• I signal respect and attentiveness, even when tensions are high or perspectives diverge sharply.
• I attempt to accommodate vital interests of those who felt alienated or suffered injustice.

Investigative

• You determine what issues can be agreed upon.
• You identify the root cause of the problems.
• I explore the feasibility of alternative solutions to resolve conflicts.
• I identify the root sources of conflict.
• I investigate opportunities to achieve mutually beneficial solutions to conflicts.
• I attempt to determine the root sources of grievances.
• I clarify ambiguous situations by asking questions tailored to help others articulate their concerns more precisely.
• You conduct post-conflict reflection sessions to investigate improvement areas and spark innovation.

Analytical

• You help employees to think through alternative ways to resolve conflict situations.
• I use data or evidence strategically to support resolution strategies and influence skeptical stakeholders.
• You synthesize input from multiple stakeholders to form a coherent understanding of the conflict landscape.
• You combine different ideas and viewpoints.
• I use logic and reasoning to determine the best course of action for resolve the conflict.
• You translate abstract concerns into actionable steps, helping teams move from confusion to clarity.
• I distinguish between surface-level disagreements and deeper systemic issues, ensuring interventions target the right level.
• You identify patterns in recurring conflicts, using historical data or behavioral trends to inform resolution strategies.
• You break down conflict into component parts (e.g., interests, emotions, miscommunications) to isolate key drivers.
• You read situations accurately and quickly.

Strategic

• I evaluate the potential consequences of different resolution paths, weighing risks, trade-offs, and long-term impacts.
• You develop long-term methods for address conflicts.
• I use structured frameworks or models (e.g., interest-based negotiation, root cause analysis) to guide conflict resolution.
• You examine differences and disagreements for creative and strategic resolutions.
• I link conflict resolution to broader business goals, showing how resolving tension can unlock performance or market advantage.
• I prefer to resolve conflicts through negotiation rather than coersion.
• You build coalitions or allies to reinforce key messages and create momentum for resolution.
• I navigate emotionally charged situations with tact, persuading others to consider alternative viewpoints without defensiveness.
• I identify strategies to prevent the recurrence of issues.

Opportunities

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

Relationships

• I promote employee engagement to reduce tensions and negativity, creating an environment where conflicts are easily managed.
• You work with others as needed to facilitate resolution of conflicts.
• You guide others toward establishing strong relationships.
• I seek to maintain positive relationships with coworkers.
• You ensure productive business relationships.

Diversity

• I promote a culture that values diverse perspectives.
• You value the diverse perspectives of others.

Job Interview Questions

Successful

• Describe examples of how you settled disputes resulting in a win-win for both parties?
• Give examples of how you would work to settle conflicts in a manner that is acceptable for a long-term solution.
• How do you settle disputes amicably?
• Give an example of how you would achieve mutually acceptable solutions through collaborative efforts by both parties.
• Describe how you are able to resolve issues?
• Do you possess the necessary skills to manage conflict and relationships? Describe.
• How do you settle disputes equitably?
• Explain what steps you normally would take to settle disputes with agreement from both parties?
• What steps do you do to seek mutually acceptable outcomes?
• Our company has several employee groups that are unionized. How do you deals effectively with employee grievances?

Preventative

• How do you prevent minor issues from escalating into major problems?
• What do you do to identify and takes steps to prevent potential confrontations?
• How would you try to avert the recurrence of conflict issues?
• How do you avoid letting minor issues escalate into major problems?

Clarity

• How do you seek to remove misperceptions that may contribute toward conflict?
• Have you ever had to help others avoid misperceptions? When.
• Do you help others avoid misperceptions about issues? Give examples.
• Being open and honest helps to avoid misunderstandings. Would people generally describe you as open and honest? Give an example showing us how you are open and honest in interactions with others.
• Explain how you would clarify expectations in negotiations?
• In negotiations, how would you describe the negotiation protocols to be used?
• In a conflict situation, how do you remove misperceptions that may be contributing to the conflict?
• Do you clearly express expectations to others? Explain.
• In an arbitration proceeding, how would you explain the rules for engagement?

Basic Needs

• When do you seek to reduce the scarcity of limited resources by sourcing materials from new locations?
• Give an example of when you strove to ensure that all basic needs were met, resulting in mutual benefits for both parties. How did you do it?
• Do you try to ensure that all basic needs are satisfied?
• How do you ensures that the basic needs of each party are satisfied?
• Do you work to meet the basic needs of each side in the conflict? Explain in more detail.
• Give an example of how you acknowledge each party's intrinsic needs?
• How would you address concerns about the availability of limited resources?

Common Ground

• Do you identify areas of agreement and common ground to form basis of resolution?
• Getting everyone to work toward a common goal is important to reduce conflicts in what work should be done. Describe a situation in which you had to help align team members toward a common goal.
• How do you get both sides to agree on a common framework?
• How would you assist team members by helping them see the other point of view? When did this happen?
• How do you encourage individuals to seek areas of common ground?
• Give an example of when you found common ground between parties.
• How do you promote mutual compromise to achieve conflict resolution?
• Explain how you would identify areas of agreement and common ground.

Compromise

• How would you ensure that both parties work toward finding compromise?
• Describe how you would seek to have both sides voluntarily work together to resolve their differences.
• Give examples of when you had to resolve conflicts by identifying potential opportunities for compromise.
• How do you encourage both sides to make compromises to resolve the conflict?
• Explain how you would identify potential opportunities for compromise.

Understanding

• How would you resolve grievances through a better understanding and appreciation of what each side needs?
• Explain how you would seek to develop a shared understanding of the issues involved.
• How would you facilitate the resolution of grievances by fostering mutual understanding and appreciation of each party's needs?
• Describe how you would try to understand others' point of view before making judgments.
• How do you expose conflicts for resolution?

Roles

• Explain how you would establish roles and responsibilities.
• Describe how you identify who holds the authority to make decisions.
• How would you determine who has the autonomy (authority) to make the decisions necessary to end the conflict?
• How would you establish roles and responsibilities of team members?
• Give examples of when you had to discuss conflict situations with your supervisor.

Listening

• Explain how you would listen to individuals as they offer their unique perspectives on the situation. What steps would you take?
• Explain how you would attentively hear each person as they share their distinct viewpoints on an important matter.
• How do you facilitate constructive dialog with stakeholders?
• Describe how you would facilitate dialog between team members.
• Give an example of when you had to facilitate dialog between stakeholders.
• How do you work to reduce misunderstandings and poor communication?

Viewpoints

• Self-reflection is often a valuable tool in managing relationships. How do you help others to see perceptions that they have about an issue?
• Recognizing the value of input from others is important in negotiations. How do you ensure that all sides feel respected and heard?
• Describe how you would ensure fair treatment for both parties, giving each the chance to speak and share their viewpoints.
• Explain how you would prepare team members to accept differing view points.
• How would you combine the ideas and viewpoints of different team members?
• Brainstorming ideas can help to find solutions to issues quickly. Give an example of when you shared competing viewpoints to expand viewpoints.
• Communication is important for resolving conflicts. How do you encourage team members to express their ideas and concerns openly?

Facilitative

• Describe how you would actively engage both parties to voluntarily collaborate and resolve their differences.
• How have you initiated collaborative processes to reduce conflict?
• How do you create an environment where team members work collaboratively rather than compete with one another?
• How would you facilitate both parties in collaboratively seeking a compromise?
• Did you ever facilitate collaborative processes to reduce conflict? Explain.
• Are you supportive of consensus and power sharing?
• How would you steer the process towards compromise and conflict resolution?

Open to Change

• Explain how you would promote openness and urges individuals to explore various options for resolving the conflict.
• How do you encourage individuals to modify their underlying work behaviors that may have contributed to the conflict?

Persuasive

• Describe how you would persuade others to accept personal transformation.
• Are you able to persuade and influence others?
• How would you persuade others to accept ideas that may be difficult and uncomfortable?
• Give an example of when you had to persuade individuals to alter their underlying work behaviors that were causing the conflict?

Responsive

• How would you uses structured frameworks for resolving conflicts, such as mediation or facilitated discussions?
• Some issues result in very strong feelings by the different parties. Give an example of when you were responsive to a contentious issue.
• Are you the kind of person who addresses contentious issues earlier rather than later?
• Injustices are often a source of continuing conflict. Though some of these conflicts are over petty issues, how do you attempt to accommodate vital interests of those who felt alienated or suffered injustice?

Investigative

• Explain the process of determining what issues can be agreed upon in a negotiation.
• What steps do you take to attempt to determine the root sources of grievances?
• Give an example of when you investigated opportunities to achieve mutually beneficial solutions to a conflict.
• Describe how you would explore the feasibility of alternative solutions to resolve conflicts.
• How do you identify the root cause of the problems?
• What can you do to identify the root sources of conflict?

Analytical

• Are you adept at accurately reading situations and acting promptly?
• How would you combine different ideas and viewpoints?
• Thinking quickly and reacting to escalating issues are often needed to mitigate conflicts. Are you the kind of person who reads situations accurately and quickly?
• Give an example of when you helped employees to think through alternative ways to resolve conflict situations.
• Do you excel at swiftly assessing and responding to rising conflicts?

Strategic

• How do you examine differences and disagreements for creative and strategic resolutions?
• Negotiation fosters an environment of mutual respect and understanding, leading to improved relationships. Are you the kind of person who prefers to resolve conflicts through negotiation rather than coersion? Give an example of when you did this.
• How would you identify strategies to prevent the recurrence of issues?

Opportunities

• Conflict can often serve as a driving force for change. Have you ever seen conflicts as chances to innovate and develop new solutions?
• Explain how you would turn conflicts into action that creates business results.
• Would you view conflicts as opportunities to create constructive and novel solutions to problems? Explain your views.
• Describe how conflicts can be viewed as chances to develop innovative and effective solutions.
• Conflict can sometimes be beneficial as a catalyst for change. Have you ever viewed conflicts as opportunities to innovate and create new solutions to problems?

Interpersonal

• What steps do you take to help maintain dignity of all persons involved?
• Would your coworkers say that you remain calm and nonjudgmental in conflicts?
• Explain how you would help employees to avoid conflicts over minor issues?
• How do you avoid letting minor "personnel" issues escalate into major problems?
• Sometimes it requires strong interpersonal skills to manage relationships in the office. How do you help coworkers avoid engaging in conflicts over minor workplace matters?
• How do you avoid being judgmental and micromanaging of employees?

Relationships

• What steps do you take to guide others toward establishing strong relationships?
• Conflicts can strain relationships. How do you work to keep positive relationships with your coworkers despite conflicts?
• Conflicts can hinder workplace productivity. How do you maintain effective business relationships when conflicts arise?
• Creating an environment where conflicts are better managed is important. How would you promote employee engagement to reduce tensions and negativity?
• Give examples of how you worked with others to facilitate resolution of conflicts.

Diversity

• How do you promote a culture that values diverse perspectives?
• Do you value the diverse perspectives of others? Give examples of this.

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