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