Question 1

Describe an example (real or fictional) of collaborating as a conflict management approach. Diagnose whether the use of collaborating was appropriate to the situation and, if not, what approach would have been preferable.

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Question 2

Explain the four types of interpersonal conflicts and provide an appropriate workplace example for each.

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Question 3

In most cases, who is expected to set the tone for the meeting?
A) Initiator
B) Responder
C) None of the above

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Question 4

If you present a problem to someone, and he/she gets the general drift of your message but fails to comprehend how serious the problem is to you, what should you do?
A) Forget about it because that person will never change
B) Accept it because he/she did hear your message
C) Persist until the problem is recognized
D) Increase the level of conflict by forcing the issue

Accepted Answer

It is important to persist until the problem is recognized because if the seriousness of the issue is not understood, it may not be addressed properly. This can lead to further problems down the line. However, it is important to do so in a respectful manner and try to explain the seriousness of the issue from your own perspective.

Question 5

Once you, as the initiator, have successfully identified the problem, what should you do?
A) Ask for time to consider your options
B) Recommend some solutions that are most beneficial to you
C) Focus on common values and interests as the basis for requesting change
D) Seek a mediator to work through the solutions

Accepted Answer

Focusing on common values and interests as the basis for requesting change is the best choice. This approach helps to build a collaborative environment and encourages both parties to work towards a shared goal. Asking for time to consider options or recommending solutions that only benefit you can lead to resistance and conflict. Seeking a mediator may be necessary if the parties are unable to come to an agreement, but it should not be the first course of action.

Question 6

Compare and contrast the four responses to interpersonal conflict other than collaborating. Also, briefly identify the situation where each response would be most appropriate.

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Question 7

A manager remarks, "In the problem-solving climate, it is important for the initiator's comment to be brief and to the point. The longer the opening statement, the longer it will take the two parties to work through their problem." What should you do?
A) You should agree.
B) You should disagree because clearly it is important to get all your feelings out in the opening statement so the responder knows where you stand. The longer the problem statement is, the more complete it is.
C) You should disagree because the initiator should ask for suggestions of acceptable alternatives.

Accepted Answer

The manager's comment highlights the importance of being brief and to the point in the opening statement in a problem-solving climate. This is because a long opening statement may take longer for both parties to work through their problem. Therefore, it is best to agree with the manager's comment.

Question 8

In describing your problem what should you do?
A) Describe the behavior, outline specific observable consequences to the behavior, and finally describe your feelings. The order of these three should never vary.
B) Describe the behavior, outline specific observable consequences to the behavior, and finally describe your feelings. The order of these three may vary.
C) Focus on commonalities as the basis for requesting a change.
D) Utilize a creative problem-solving presentation.

Accepted Answer

The correct approach to describing a problem involves describing the behavior, outlining specific observable consequences of the behavior, and finally describing your feelings. The order of these steps may vary depending on the context and what is most effective in communicating the problem. This approach ensures clarity and comprehensiveness in problem description.

Question 9

When exploring options for resolution, what should the mediator do?
A) Focus on positions, not interests
B) Focus on interests, not positions
C) Focus on both interests and positions
D) Focus on one parties interests

Accepted Answer

When exploring options for resolution, the mediator should focus on interests, not positions. This means looking beyond what each party says they want and uncovering the underlying needs, concerns, and motivations driving those wants. By focusing on interests, the mediator can help parties find solutions that address everyone's needs and create a win-win outcome. Focusing on positions may create an adversarial dynamic where the mediator is trying to convince one party to compromise on their demands, without really understanding why those demands are so important to them.

Question 10

Describe an example (real or fictional) of avoiding as a conflict management approach. Diagnose whether the use of avoiding was appropriate to the situation and, if not, what approach would have been preferable.

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Question 11

Your boss is very upset with you. She screams at you and calls you all kinds of names. What should you do?
A) Take it, it's not like you haven't heard the names before
B) Discuss this problem with your boss's manager
C) Calmly inform her that you don't have to listen to this and leave
D) Tell her you do not have to tolerate personal attacks, and when she calms down, you'll be happy to talk about the problem without the emotions

Accepted Answer

It is not appropriate for a boss to scream and personally attack an employee. An employee should stand up for themselves and calmly let the boss know that personal attacks will not be tolerated. It is important to address the issue without escalating the situation and to have a conversation when emotions have calmed down. Option B may be considered if the behavior persists or is severe. Option A and C are not effective ways to handle this situation.

Question 12

Describe an example (real or fictional) of compromising as a conflict management approach. Diagnose whether the use of compromising was appropriate to the situation and, if not, what approach would have been preferable.

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Question 13

Mini-Case: The In-Box Is Full. Returning from a wonderful vacation at Disney World, "It's a small world after all," you go through the memos that have been stuffed in your box. A short scenario of each memo is provided. Situation 1: The workers down in the yard are refusing to wear their hard hats. OSHA visits tomorrow.
Situation 2: The people in the back room would like to play their radios while they work. Their supervisor has no problem with it. The issue appears whether it is rock or country.
Situation 3: Your boss must leave town and will be unable to give a speech to his daughter's fourth-grade class on "What I do for a living." He has asked you to take his place.
Situation 4: Production has informed your salespeople that they don't think they can meet the orders requested. They must know tomorrow what the priority should be. You have a meeting with your sales force at 9:00 a.m. tomorrow.
Situation 5: You have a performance review scheduled for George tomorrow. His performance has slipped but he says he needs to talk to you.
-Indicate the conflict approach that would work best for each of the five situations described in The In-Box Is Full. Provide support for your answer.

Accepted Answer

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Question 14

Describe an example (real or fictional) of accommodating as a conflict management approach. Diagnose whether the use of accommodating was appropriate to the situation and, if not, what approach would have been preferable.

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Question 15

In the problem identification stage, as a mediator you should (1) acknowledge that a conflict exists, (2) maintain a neutral posture, and (3) explore options by focusing on the positions behind stated interests. Which statements are correct?
A) All the statements are correct.
B) Only statements 1 and 2 are correct.
C) Only statements 2 and 3 are correct.
D) Only statements 1 and 3 are correct.
E) None of the statements are correct.

Accepted Answer

In the problem identification stage, a mediator should indeed acknowledge that a conflict exists (1) and maintain a neutral posture (2). However, the third statement is incorrect because mediators should focus on the interests behind stated positions, not the other way around. This approach helps in identifying the underlying needs or concerns that can lead to more effective problem-solving.

Question 16

Describe an example (real or fictional) of forcing as a conflict management approach. Diagnose whether the use of forcing was appropriate to the situation and, if not, what approach would have been preferable.

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Question 17

If you need to initiate conflict with someone, what steps should you follow (in order)?
A) Ask the person their side of the story, share your side of the story (including feelings and interpretations), describe the consequences
B) Share the facts about people's behavior as you recall them, describe the consequences, and share your feelings
C) Describe the facts you observed, suggest resolutions to the problem
D) Describe how you feel, request a change, promise a reward

Accepted Answer

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Question 18

Once you, the responder, understand the initiator's complaint, what should you do?
A) Ask for time to consider your options
B) Recommend some solutions
C) Ask for recommended solutions from the initiator
D) Seek a mediator to work through the solutions

Accepted Answer

Asking for recommended solutions from the initiator shows that you are actively listening to their concerns and are willing to work with them to find a solution.

Question 19

When mediating a conflict, when is meeting separately with the parties useful?
A) When the parties agree on the root causes of the problem
B) When parties have equal status
C) When the parties have a history of recurring disputes

Accepted Answer

When the parties have a history of recurring disputes, meeting separately with each party can be useful to better understand their perspectives and concerns, and to build trust and rapport with each party individually. This can help the mediator to facilitate a more productive dialogue between the parties and improve the chances of reaching a lasting resolution. Meetings separately may also be helpful when parties have different power dynamics or when one party is intimidated or uncomfortable in the presence of the other party.

Question 20

After presenting the problem, the initiator should (1) not make accusations, (2) draw inferences about the responder's motivations, and (3) not attribute the undesirable behaviors to the respondent's personal inadequacies. Which statements are correct?
A) All three statements are correct.
B) Only statements 1 and 2 are correct.
C) Only statements 1 and 3 are correct.
D) Only statements 2 and 3 are correct.
E) Only statement 2 is correct.

Accepted Answer

Statements 1 and 3 are correct because effective communication, especially in conflict resolution, involves addressing the problem without making personal accusations or attributing the issue to the other person's character flaws. This approach helps in keeping the discussion constructive and focused on resolving the problem rather than escalating the conflict.

Quiz 7: Negotiating and Resolving Conflict

Describe an example (real or fictional) of collaborating as a conflict management approach. Diagnose whether the use of collaborating was appropriate to the situation and, if not, what approach would have been preferable.

Explain the four types of interpersonal conflicts and provide an appropriate workplace example for each.

In most cases, who is expected to set the tone for the meeting?

If you present a problem to someone, and he/she gets the general drift of your message but fails to comprehend how serious the problem is to you, what should you do?

Once you, as the initiator, have successfully identified the problem, what should you do?

Compare and contrast the four responses to interpersonal conflict other than collaborating. Also, briefly identify the situation where each response would be most appropriate.

A manager remarks, "In the problem-solving climate, it is important for the initiator's comment to be brief and to the point. The longer the opening statement, the longer it will take the two parties to work through their problem." What should you do?

In describing your problem what should you do?

When exploring options for resolution, what should the mediator do?

Describe an example (real or fictional) of avoiding as a conflict management approach. Diagnose whether the use of avoiding was appropriate to the situation and, if not, what approach would have been preferable.

Your boss is very upset with you. She screams at you and calls you all kinds of names. What should you do?

Describe an example (real or fictional) of compromising as a conflict management approach. Diagnose whether the use of compromising was appropriate to the situation and, if not, what approach would have been preferable.

Describe an example (real or fictional) of accommodating as a conflict management approach. Diagnose whether the use of accommodating was appropriate to the situation and, if not, what approach would have been preferable.

In the problem identification stage, as a mediator you should (1) acknowledge that a conflict exists, (2) maintain a neutral posture, and (3) explore options by focusing on the positions behind stated interests. Which statements are correct?

Describe an example (real or fictional) of forcing as a conflict management approach. Diagnose whether the use of forcing was appropriate to the situation and, if not, what approach would have been preferable.

If you need to initiate conflict with someone, what steps should you follow (in order) ?

Once you, the responder, understand the initiator's complaint, what should you do?

When mediating a conflict, when is meeting separately with the parties useful?

After presenting the problem, the initiator should (1) not make accusations, (2) draw inferences about the responder's motivations, and (3) not attribute the undesirable behaviors to the respondent's personal inadequacies. Which statements are correct?