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Conflict Resolution Interview Questions and Answers
Conflict resolution questions are typically reserved for individuals being considered for management or advanced-level positions.
Organizations with horizontal hierarchy typically ask this question to individuals who could eventually be promoted to management.
How do you handle conflict? Interview question and answers
When responding to conflict resolution questions, answer with confidence since you’re being considered for a supervisory position where you will frequently be required to work in teams, delegate responsibilities, and handle difficult problems.
The following is an effective way to answer conflict resolution questions:
Before proposing a solution, I collect all relevant facts surrounding the conflict. Conflicts are often resolved if sufficient time is devoted to determining root causes, while disregarding trivial or irrelevant facts.
An effective answer can also be supplemented with the following response:
When resolving a problem between employees, I serve as a neutral third party. When needed, I establish rules of conduct. For an organization to operate efficiently, employees must be on the same page. At most organizations, bad feelings exist among some employees, so a manager is responsible for ensuring that employees are placed in situations where they’re comfortable to focus on their job responsibilities. In other words, employees must be situated around others they can work with so productivity is not affected.
The following are common questions relating to conflict resolution and strategies for effectively answering them:
1. How do you cope with conflict in the workplace?
I’m proactive. In other words, I monitor situations closely to prevent minor problems from escalating into major ones. In most cases, minor problems can be resolved by simply meeting individually with affected parties. It’s not a good idea to ignore a problem in hopes that it will resolve itself. Some managers avoid confrontation, which frequently results in bigger problems that are more difficult to handle. Effective leaders are also aware of many factors, including jealously, individual differences, and other issues that create conflicts among employees. Therefore, effective managers must meet individually with feuding employees and suggest workable solutions.
2. Are there any times where you had a conflict with a superior? If yes, how did you handle it and resolve it?
I have had differences of opinion with previous managers. Our disagreements were not significant, but some had to be confronted and resolved. I have learned that two parties typically quarrel when each one refuses to consider the other’s perspective. Therefore, I asked the manager I disagreed with to explain his or her perspective and consider my point of view. This way, we were able to take into account each other’s perspective and come to an agreeable compromise. When a compromise could not be reached, I accepted my manager’s decision. Regardless of individual perspectives, managers are responsible for setting policy, and subordinates are responsible for executing it.
3. Dealing with conflict? Give an instance wherein you had to settle a conflict between two individuals.
At a previous job, I was responsible for resolving a conflict between two team members who could no longer work effectively together. Their relationship began affecting the productivity of other employees. The first thing I did was separate them to calm the situation. I then proceeded to meet together with both parties to discuss the problem in a calm and controlled setting. I assumed control of the discussion since emotions frequently trump reason during disputes between two people and made it clear that a compromise must be reached. One of my main objectives during the meeting was to understand the perspectives of both parties without siding with either one. At first, this was difficult since each party presented their arguments without considering other perspectives. To counter this, I made it clear to each party that changes must be made since the status quo was unworkable. Shortly thereafter, we agreed to a workable solution. Before concluding the meeting, I emphasized that during future disagreements each party must act considerably and professionally and avoid getting emotional. After our meeting, work resumed as normal and the overall work atmosphere became more pleasant.
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