QUESTION 1

1. At its heart, conflict involves the following 3 elements:

Dependent parties, incompatible interests and competition

Perception of conflict, independent parties and incompatible interests

Two or more parties, competition and perception of mutual interests

Incompatible interests, competition and interdependent parties

QUESTION 2

1. A positional approach to addressing conflict is best illustrated by:

A husband and wife discussing who willdo the dishes tonight

One neighbor threatening to sue another neighbor about the location of the property line

Two employees exploring the best way to accomplish a task

Two lawyers negotiating a sales contract that will maximize the benefits for the parties they represent

QUESTION 3

1. A conflict trigger over information may occur when a manager:

Has not been clear in communicating a directive to the team, causing team members to have differing understanding regarding task expectations.

Does not understand why an employee has difficulty speaking up in a team meeting but is forthcoming with communicating her ideas when meeting one-on-one

Becomes uncomfortable with the political diatribe of an ardently conservative employee

Must inform the team of a new organizational structure for the division, which may result in a realignment of their roles

QUESTION 4

1. A manager should not intervene in the following conflict:

Two employees become animated as they share dramatically different viewpoints on how to resolve a workflow problem

Two employees have been griping at one another for the past week, whereas previously they had worked well together

An employee shoves another employee hard against a locker

Two employees continue to argue with one another about a troublesome workflow problem, causing a distraction among other workers

QUESTION 5

1. Which example below most accurately reflects a negotiator engaging in integrative negotiation?

The parties educate each other about their needs and engage in problem solving. The negotiation is characterized by the level of commitment to reaching mutually acceptable outcomes.

The negotiator is friendly and easygoing but does not budge when the other party's alternatives are unworkable but doesn't say why

The negotiator is open to listening to alternative solutions suggested by the other party but offers no alternatives of his own.He is reserved, quiet and serious

The negotiator offers alternatives, which seem self-serving.When the other party notes this, he scoffs and says they are much better than any alternative she suggested.He is otherwise flamboyant and gregarious

QUESTION 6

1. When an employee files a grievance pursuant to a company procedure developed to address such matters, he is exercising a

Power-based approach

Rights-based approach

Interest-based approach

None of the above

QUESTION 7

1. Through which channel do we mostly communicate?

The non-verbal channel

The para-verbal channel

The visual channel

Abstract conceptualization

QUESTION 8

1. Having feelings, expressing them, hearing them and responding tothem is the meaning of which of the following

Understanding

Concrete object

Sympathy

Empathy

QUESTION 9

1. One of the best ways to encourage another person to listen to you is to

Listen to her first

Rehearse what you will say before confronting the other person about a problem

Change your attitude and forget about the problem

Communicate your feelings verbally and not behaviorally

QUESTION 10

1. Which of the following phrases are good examples of messages from the superiority end of the continuum

I knew you couldn't do it

I told you so

I would never have made that mistake

All of the above

QUESTION 11

1. If your self-score on the conflict capability questionnaire is 17 points or higher, you

Are most likely capable of negotiating an effective resolution to your conflict

Need the services of a skilled negotiator

Avoid most conflicts if at all possible

Possess a high level of trust in professional mediators

QUESTION 12

1. When both party's scores are in the low range on the conflict capability questionnaire, the following outcome is likely

A win-win resolution

It would be preferable to seek advice of someone who has a higher capability or to hire a professional mediator.

Both parties will likely be calm, willing to talk, cooperate, compromise and collaborate

A lose-lose resolution

QUESTION 13

1. Which of the following isnota fair standard for determining whether a supervisor should agree to a modified work schedule for an employee?

The employee's attendance record relative to others who have been granted a modified work schedule

The employee's pay relative to others who have been granted a modified work schedule

The work demands during the times that the employee will not be working due to the proposed modified schedule

The employee's performance record relative to others who have been granted a modified work schedule

QUESTION 14

1. The parties in a negotiation are challenging each other regarding the viability of certain proposals suggested by either party.Previously, they had listed a wide range fo possible solutions. The process in which they are currently engaged can best be described as:

Brainstorming and evaluation

Problem identification

Assessment

Selecting the best option

QUESTION 15

1. Jan and Carl have each made a proposal to settle a dispute regarding how to perform a particular task.Neither seems to like the other's suggestion.To overcome this impasse, they might do all the following except:

Revisit the problem they are trying to solve to be sure they have adequately defined it

Delve deeper into the two solutions suggested to see if a workable solution can be carved from them

Brainstorm the full range of possible solutions before locking into only a few narrow solutions

Spend more time discussing the problem and their mutual interests before identifying solutions

QUESTION 16

1. A party makes an extreme demand at the beginning of negotiations.You suspect he has greatly overstated his position so that he can bargain down to the position he wants without consideration of what is fair and reasonable to you.To counteract this, you might consider all the following strategies except:

Walk away.If the party is serious about negotiating he will reconsider his demands

Do you research so that you know what is reasonable and can recognize a fair proposal if and when it is made

Persuade him that he is not fairly considering your position and is not negotiating in a principled way

Create an alternative, such as identifying another party who may be willing to negotiate with you, and use this alternative as a means of persuading the party to be more reasonable

QUESTION 17

1. Which of the following issues would be inappropriate for you to mediate?

Another supervisor asks you to mediate a dispute between two employees that she manages

Two employees that you manage are having difficulty working together.You have evaluated one employee more favorably than the other based on superior work performance.Neither employee has received recent discipline

An employee that you manage is in conflict with an employee that another supervisor manages.The other supervisor is upset with her employee and defers to you to mediate the issue

Two employees are arguing over a trivial issue.You believe disciplining one of them may be appropriate because you believe he instigated the argument

QUESTION 18

1. When a party is telling his or her story, as a mediator, you should do all the following except:

Remind the other party of the ground rules if he or she is not following them

Ask open-ended questions

Offer tentative proposals and ask the party to respond to them

Take notes in order to follow up later with questions

QUESTION 19

1. In directive decision making, a manger may allow for all of the following opportunities except:

Each party presents his or her view of the situation that led to conflict

Each party suggest his or her preferred outcome and explains why he or she is advocating it

The manger engages in dialogue with the parties to explore whether consensus is possible

The manager inquires into the facts and issues in dispute

QUESTION 20

1. A manager who requires little or no consultation with her before the team renders and implements a decision is engaging in which decision-making process?

Delegation

Directive

Joint

Consultative