Tell me about a time when you dealt with conflict management

This is one of the interview questions that management professionals are likely to deal with during the interview process

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If you are asked this question in an interview, “Tell me about a time when you dealt with conflict management,” we are obviously talking to you as a senior professional because what they are really asking about is conflict resolution, not necessarily conflict management.

There are a few different ways to go about this, depending on your seniority, or even senior level. Conflict management, for example, if you’re the visible face of an organization, conflict management deals with public outbursts, your organization does something that’s problematic to the public, and obviously, what you have to do is tell the story of that situation.

Now, as I write this down, certain tech organizations are constantly in the news for the mistakes they make. We don’t have to identify who it is. It doesn’t matter. I will simply say that conflict management in this case involves testifying before Congress, being prepared by a publicist, being prepared by a professional to answer questions in the spotlight, and presenting yourself forcefully and effectively with an open mind to stem the tide of anger against the company. This is clearly a case of conflict management.

If we are doing conflict management or conflict resolution within an organization, there are usually two people who may have a disagreement. One of them could be you, or it could be someone reporting to you who is talking mercilessly about you behind your back while they make no effort to fix the problem. This is gossip. Start from scratch

I know one of the guys I’m coaching now has had a guy like that on their staff since he got here. Now, let’s consider a situation where two people of equal rank, perhaps in different parts of the organization, are slandering each other. Resolving or managing conflict requires hearing their input. This is where things started. It involves talking to everyone. . . This is how to answer the question. . . You talk about the situation you encountered, what your goals were in doing so, the actions you took, and.

Now, there’s enough friction in the organization that all you have to do is take the participants’ temperatures and convince them to get off the cliff because that’s actually what’s going on. These people become ape-like and this affects others.

So obviously you don’t use that language to describe it.

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“I had two people in my organization fighting with each other. Battle lines started to be drawn between your two organizations. It was going to cause problems for the health of my team. So I sat down with each person individually to understand what their issues were, to ask questions to make sure they got an effective hearing. One of the people didn’t want to open up to me, which I thought was funny, and I basically said, ‘Hey, look. I know this is happening. So, let’s get this out of the way and want to understand. I’m not here to support one side or another. I’m trying to understand the merits of this, and yes, I’d ask some good questions to understand where you stand. Otherwise, I have to side with the other person. ” Please note that what I am doing is eliminating real life situations.

So, what actions have you taken since then? So, in this case, the problem exists. The goal is to find common ground. The action you take is to sit down with the participants to understand their situation and seek common ground so that everyone feels understood and respected, and then, what comes out of it, which is de-escalation, is actually a better solution than what was originally proposed and the impact it has on the organization.

When you hear the phrase “Tell me about a time in your life,” this is a behavioral interview question and all you have to do is listen to your history to find a situation that is relevant to the problem or scenario you are solving. It’s an invitation to tell a story, and some people use the abbreviation STAR. I like this, SOAR, a little better. STAR is Situation-Task-Action-Result. For me, it’s soaring. This represents the situation-goal-action-result of that action, ideally with metrics – money saved/money earned/percentage improvement.

The result is better problem solving. Now, we have the two parties talking to each other, and you can come up with your best ideas, and then actively engage to mitigate the friction that exists between the two organizations.

So in these situations, whether it’s conflict management as the public face of the organization or conflict management between groups within your purview within the organization, the ideal approach is storytelling.

The last thing is that when you have friction with someone, you always invite them to join in.

“I heard you had a problem with my decision.”

“Who told you?”

“It’s okay. You knew I would say that. I want to hear your opinion and what you think I can do better.” Be inclusive in this regard, not separate. Continue: “Yes, I took that into consideration. This is why I made the choice I did.” This is because sometimes, beyond the decision, the reasons for a choice are not always communicated to the outside world. You want to make sure they hear it.

“Does this make sense to you?”

“Yes.”

“Do you agree?”

“I can agree,” or “No.”

“Considering my opinion, can you respect my right to make a choice?”

“Yes.”

Again focus on situation-goal-action-result. This is the formula for answering any question involving story.

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