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Methods of testing for personality conflict. Test “Determining the level of conflict

When answering test questions, choose one from the three proposed answer options and write it down. For example: 1-a, 2-b, 3-c, etc.

1. Is it typical for you to strive for dominance, that is, to subordinate others to your will:

a) no; b) when and how; c) yes?

2. Are there people in your team who are afraid of you, and perhaps even hate you:

a) yes; b) find it difficult to answer; c) no?

3. Who are you most:

a) conformist; b) principled; c) enterprising?

4. How often do you have to make critical judgments:

a) often; b) periodically; c) rarely?

5. What would be most typical for you if you headed a new team:

a) would develop a work program for the team for the year ahead and convince the team of its feasibility; b) would study who is who and establish contact with leaders; c) would you consult with people more often?

6. In case of failures, what state is most typical for you: a) pessimism; b) bad mood; c) self-resentment?

7. Is it typical for you to strive to uphold and observe the traditions of your team:

8. Do you consider yourself to be one of the people for whom it is better to tell the bitter truth to their faces than to remain silent:

a) yes; b) most likely, yes; c) no?

9. Out of three personal qualities The things you struggle with, you most often try to get rid of in yourself:

a) irritability; b) touchiness; c) intolerance of criticism of others?

10. Who are you most:

a) independent; b) leader; c) idea generator?

11. What kind of person do your friends think you are:

a) extravagant; b) an optimist; c) persistent?

12.What do you most often have to fight against: a) injustice; b) bureaucracy; c) selfishness?

13.What is most characteristic of you:

a) I underestimate my abilities; b) I assess my abilities quite objectively; c) do I overestimate my abilities?

14. What leads you to clash and conflict with people most often: a) excessive initiative; b) excessive criticality; c) excessive straightforwardness?

End of test No. 2

Levels of conflict development	Total points
1 - very low	14-17
2 - low	18-20
3 - below average	21-23
4 - slightly below average	24-26
5 - average	27-29
6 - slightly above average	30-32
7 - above average	33-35
8 - high	36-38
9 - very high	39-42

Test No. 3

Your behavior in conflict situation(according to K. Thomas)

Each position under the corresponding number contains two statements describing possible ways to respond to a conflict situation. After carefully reading them, determine the statement that more fully describes your behavior in the conflict (to do this, circle either “a” or “b” in the questionnaire under the corresponding number). Remember that there are no good or bad, true or false statements: all statements contain a description of the real diversity of people's behavior in a conflict situation. Try not to miss a single position.

1. a) Sometimes I give others the opportunity to take responsibility for decisions. controversial issue, b) Rather than discussing what we disagree on, I will pay attention to what we both agree with.

2. a) I am trying to find a compromise solution. b) I try to settle it taking into account all the interests of the other person and my own.

3. a) I usually persistently strive to achieve my goal. b) Sometimes I sacrifice my own interests for the sake of the interests of another person.

4. a) I try to find a compromise solution. b) I try not to hurt the other person's feelings.

5. a) When resolving a controversial situation, I always try to find support from another. b) I try to do everything to avoid useless tension.

6. a) I try to avoid tension for myself. b) I try to achieve my goal.

7. a) I try to postpone the resolution of a controversial issue in order to resolve it finally over time. b) I consider it possible to give in to something in order to achieve something else.

8. a) I usually persistently strive to achieve my goal. b) I first try to determine what all the interests involved and controversial issues are.

9. a) I think that you should not always worry about any disagreements that have arisen. b) I make efforts to achieve my goal.

10. a) I am determined to achieve my goal. b) I'm trying to find a compromise solution.

11. a) First of all, I try to clearly define what all the interests involved and controversial issues are. b) I try to reassure the other and mainly preserve our relationship.

12. a) I often avoid taking positions that might cause controversy. b) I give the other person the opportunity to remain unconvinced in some way if he also agrees.

13. a) I propose a middle position. b) I insist that everything be done my way.

14. a) I tell the other my point of view and ask about his views, b) I try to show the other the logic and advantage of my views.

16.a) I try not to hurt the feelings of others. b) I usually try to convince the other person of the advantages of my position.

17. a) I usually persistently strive to achieve my goal. b) I try to do everything to avoid useless tension.

18. a) If it makes someone else happy, I will give him the opportunity to insist on his own. b) I will give the other the opportunity to remain unconvinced if he meets me halfway.

19. a) First of all, I try to determine what all the interests involved and controversial issues are. b) I try to put aside controversial issues in order to finally resolve them over time.

20. a) I am trying to immediately overcome our differences. b) I try to find the best combination of benefits and losses for both of us.

21. a) When conducting a conversation, I try to be attentive to the other. b) I always tend to discuss problems directly.

22. a) I try to find a position that is in the middle between mine and the other person. b) I defend my position.

23. a) As a rule, I am concerned with satisfying the desires of each of us. b) Sometimes I give others the opportunity to take responsibility for resolving a controversial issue.

24. a) If the position of another person seems very important to him, I try to meet him halfway. b) I try to convince the other person to compromise.

25. a) I am trying to convince another that I am right. b) When negotiating, I try to listen carefully to the arguments of the other.

26. a) I usually offer a middle position. b) I almost always strive to satisfy the interests of each of us.

27. a) I often try to avoid disputes. b) If it makes the other person happy, I will give him the opportunity to have his way.

28. a) I usually persistently strive to achieve my goal. b) When resolving a situation, I usually try to find support from another.

29. a) I propose a middle position. b) I think that you shouldn’t always worry about disagreements that arise.

30. a) I try not to hurt the feelings of another. b) I always take a position in a dispute so that we can achieve success together.

Questionnaire with key

Response form

Question number

III

Response form

Question number

III

Processing the results

IN modern conditions Personality conflict is diagnosed using standardized computer techniques. These methods include: the Thomas test, the Assinger method, special scales of the MMPI, Cattell, Szondi, etc. Methods of the American social psychologist K. Thomas (1973) is intended to determine typical ways of responding to conflict situations and allows you to assess the general conflict level of an individual. Studying conflict, K. Thomas in his approach focused on changing the traditional attitude towards conflicts. Pointing out that in the early stages of their study the term “conflict resolution” was widely used, he emphasized that this term implies that the conflict can and should be resolved or eliminated. The goal of conflict resolution, therefore, was some ideal conflict-free state, where the conflict of the individual is minimal or absent. However, in Lately There has been a significant change in the attitude of specialists to this aspect of conflict research. In accordance with this, K. Thomas considers it necessary to concentrate attention on the following aspects of the study of conflicts: what forms of behavior in conflict situations are characteristic of people, which of them are more productive or destructive; how it is possible to stimulate productive behavior. K. Thomas believes that when conflict is avoided, neither side achieves success; in such forms of behavior as competition, adaptation and compromise, either one of the participants wins and the other loses, or both lose because they make compromise concessions. And only in a situation of cooperation both parties benefit. The K. Thomas test can be used as a guideline for studying the adaptive and communicative characteristics of a person, conflict, and style of interpersonal interaction.

Experimentally - psychological technique studying frustration reactions. This technique makes it possible to determine the level of conflict of an individual using the “group adaptation coefficient” (GAC), which is an important indicator of the technique. So, if a subject has a low percentage of CHA, then we can assume that he often has conflicts with people around him, that he is not sufficiently adapted to his social environment and vice versa. The technique also allows us to identify the type and direction of the subjects’ reaction to frustrating situations. In general, based on the examination protocol, conclusions can be drawn regarding aspects of the subject’s adaptation to his social group and more likely to predict emotional reactions the subject to various difficulties or obstacles that stand in the way of satisfying needs and achieving goals. This technique was first described in 1944 by S. Rosenzweig under the name “Pictorial Frustration Methodology” (PF - Study). The stimulating situation of this method consists of a schematic contour drawing depicting two or more people engaged in an unfinished conversation. The characters depicted may vary in gender, age and other characteristics. What all drawings have in common is that the character is in a frustrating situation. Methodology for determining the locus of control of behavior. One of the important integral characteristics of readiness for social activity is the quality of personality, called locus of control. The appearance of this concept in the psychological literature is associated with the works of the American specialist in the field of psychodiagnostics J. Rotger (1982). Rotter derived the idea of locus of control from his concept of social learning, in which control is defined as a stable tendency of an individual to evaluate the causality of life events in a certain way. The central place in Rotger's concept is given to the formation, in the process of socialization (social learning), of a system of generalized expectations that a certain behavior will lead to reward and that this reward has psychological value in a particular situation. In accordance with the characteristics of expectations, a person can form two types of strategies for interacting with the environment, two types of localization, or locus of control: internal and external. In the first case, when planning his activities, making certain decisions, a person assesses how much the achievement of his goals depends on him personally, on his efforts and skills and are a natural result of his own activities. In the second case, a person is convinced that his successes or failures are the result of such external forces as luck, chance, other people, that is, from forces beyond his control. Any individual occupies a certain position on the continuum defined by these polar types of locus of control. It should be noted that the theory of locus of control made it possible to formulate the position of locus of control as a characteristic independent of specific events and situations that a person has to face. Researchers have identified numerous personality correlates of locus of control. In order to determine the locus of control, the study used a questionnaire to determine the locus of control and self-control of behavior. For our research, this technique allows us to differentiate subjects according to the level of their subjective control, i.e. identify a group of people with high level locus of control (internality) and with low level locus of control (external). Test - questionnaire of communicative control by M. Schneider. M. Schneider's technique allows us to identify the ability of subjects to control their own behavior and reactions to the actions of other people directly in a communication situation, namely, to identify three groups of people with high, medium and low communicative control. High communicative control, according to Schneider, means that a person constantly monitors himself, controls the expression of his emotions, and reacts flexibly to changes in the communication situation. Average communicative control means that a person is direct in communication, treats others sincerely, but is restrained in emotional manifestations, and correlates his reactions with the behavior of the people around him. Low communicative control means high impulsiveness in communication, openness, looseness, when behavior is little subject to change depending on the communication situation and does not always correlate with the behavior of other people.

Conflict is an integral part of the processes of interaction between people. Conflict in an organization can take the most different kinds. The main reason for this situation is the contradictions between aspects of the personality of the organization's employees. Depending on the type of conflict, the head of the organization chooses the type of anti-conflict behavior, or a method of conflict management.

The object of diagnostics of the level of conflict and behavior styles of organizational leaders in conflict situations were two production departments of the Elite LLC enterprise: the goods distribution department of 18 people and the sales department of 10 people.

We determined the level of conflict in these departments according to the method described by A.A. Urbanovich. The workers were asked to submit a questionnaire consisting of 14 questions with possible answers to determine the level of conflict in the group: yes; No; I don’t know (see Appendix D). After identifying the level of conflict of each employee, we find average level conflict in the group.

The interpretation of the test results showed that low (24%) and medium (33%) levels of conflict prevail in the sales department, while the highest percentage of conflict in the product distribution department is 40%.

Our further observations of the actions and behavior of department heads, as well as conversations with employees, confirmed the results of our questionnaire that in the production sales department the level of conflict is lower than in the merchandise distribution department.

Figure 2.4 - Graphic interpretation of test results to determine the level of conflict

Having identified the level of conflict in the production departments of the enterprise, we continued the study and used another questionnaire, which allowed us to determine the behavior strategies of department heads in conflict situations (see Appendix E).

To describe the strategies and tactics of conflict interaction, we used the two-dimensional model of K.U. Thomas and P.X. Kilmenna. The basis here is the degree of orientation of the participants in the situation towards their own interests and the interests of their partner. If we present this in graphical form, we get the Thomas-Kilmann grid, which allows us to analyze the conflict and choose the optimal style of behavior. It, in turn, allows each person to create their own conflict resolution strategy.

This questionnaire allows you to determine styles of behavior in conflict situations: competition, cooperation, compromise, avoidance, adaptation, and the value of each of the five styles (tactics) can range from 0 to 12 points.

The optimal strategy for behavior in conflict is considered to be one when all five styles of behavior are used, and each of them has a value in the range from 5 to 7 points. The result is different from optimal if some

tactics (styles) have values below 5 points, others - above 7 points (the sum of points is 30).

We asked the head of the merchandise distribution department and the head of the sales department to use the Thomas-Kilmann questionnaire to determine their personal characteristics of behavior in a conflict situation. In order to find out which style they were most inclined to, we recommended that department heads carefully read each of the 30 double statements - A and B, and choose the one that most closely matches the way they usually act and act.

Analysis of the results of the questionnaire showed that the level of competition for the head of the merchandise distribution department was 11 points, which is one of the highest indicators, the level of cooperation and compromise was the same amount - 6 points, the level of avoidance was 5 points, and adaptation - 2 points. The head of another department - the head of the sales department - showed the following indicators: the level of rivalry was 4 points, cooperation and compromise was 9 points, avoidance - 5 points, compromise - 3 points.

Figure 2.5 - Graphic interpretation of test results to determine behavior style in conflict situations

By comparing the results of both questionnaires, we can draw the following conclusions for each manager:

1. Head of the merchandise distribution department: this manager has a more pronounced style of behavior in a conflict situation, which is defined as competition; in leadership, he strives to satisfy and defend his interests, involves active actions and an independent way out, when the outcome is very important but not for him including taking into account the interests and opinions of his subordinates. Due to the chosen tactics of the manager’s behavior, the level of conflict in this department will remain high in the future.

2. Head of the sales department: this performance manager combines two prevailing styles of behavior in conflicts - cooperation and compromise. On the one hand, the leader, together with the participants in the conflict, creates alternatives that would fully satisfy both parties, on the other hand, if in a given situation this style is not acceptable, then the leader will try to come to a compromise solution, that is, partially satisfying his interests and partially fulfilling the desires of the other opponent. If this style of behavior is applied in a conflict situation in this department, the level of conflict will remain low.

Methods for diagnosing conflict at different levels of interaction

Study of self-assessment of conflict

Methodology S.M. Emelyanova

Instructions.

The test contains a scale that you will use to evaluate 10 pairs of statements. You evaluate each statement in the left and right columns by marking with a circle how many points the property presented in the left column manifests in you. The assessment is made on a 7-point scale. 7 points means that the assessed quality is always manifested, 1 point indicates that this property is not manifested at all.

Questionnaire text

1. You are eager to argue		Avoiding an argument
2. Accompany your conclusions in a tone that does not tolerate objections		Accompany your conclusions with an apologetic tone
3. You think that you will achieve your goal if you zealously object		Do you think that if you object, you won’t get your way?
4.You don’t pay attention to the fact that others don’t accept arguments.		You regret if you see that others do not accept arguments
5. Discuss controversial issues in the presence of your opponent		Discuss controversial issues in the absence of an opponent
6. Don't be embarrassed if you find yourself in a tense environment		Feel awkward in a tense environment
7. Do you think that in a dispute you need to show your character?		Do you think there is no need to show your emotions in an argument?
8. Don’t give in in disputes		Yield in disputes
9. Do you think that people easily get out of conflict?		Do you think that people have difficulty getting out of conflict?
10. If you explode, you think that you can’t live without it.		If you explode, you soon feel guilty

On each line, connect the marks by points (marks in circles) and build your graph. A deviation from the middle (number four) to the left means a tendency to conflict, and a deviation to the right will indicate a tendency to avoid conflict.

Calculate the total number of points you marked. A score of 70 points indicates a very high degree of conflict; 60 points - high; 50 points - for pronounced conflict. A score of 11-15 indicates a tendency to avoid conflict situations.

Find the average of all group members' assessments. This value reflects self-assessment of group conflict.

Personal aggressiveness and conflict

Methodology of E. P. Ilyin and P. A. Kovalev

The technique is intended to identify a subject’s tendency to conflict and aggressiveness as personal characteristics.

Instructions.

You are presented with a series of statements. If you agree with the statement in the survey card (given below), put a “+” (“yes”) sign in the appropriate box; if you disagree, put a “-” (“no”) sign.

Procedure for processing and interpreting data.

For the convenience of processing responses (opinions on statements), it is advisable for subjects to enter their answers (“yes”, “no”) into the survey card:

The answers to the questions correspond to 8 scales: “hot temper”, “offensiveness”, “touchiness”, “intransigence”, “compromise”, “vindictiveness”, “intolerance of the opinions of others”, “suspiciousness”. For each answer “yes” or “no” in accordance with the key to each scale, 1 point is awarded. On each scale, subjects can score from 0 to 10 points.

Key.

Answers “yes” to positions 1, 9, 17, 65 and answers “no” to positions 25, 33, 41, 49, 57, 73 indicate the subject’s tendency to be hot-tempered.

Answers “yes” to positions 2, 10, 18,42, 50, 58, 66, 74 and answers “no” to positions 26, 34 indicate a tendency to be offensive and assertive.

Answers “yes” to positions 3,11,19, 27, 35, 59 and answers “no” to positions 43, 51,67, 75 indicate a tendency to be touchy.

Answers “yes” to positions 4,12,20, 28,36, 60, 76 and answers “no” to positions 44, 52,68 indicate a tendency to intransigence.

Answers “yes” to positions 5, 13, 21, 29,37, 45, 53 and answers “no” to positions 61, 69, 77 indicate a tendency to compromise.

Answers “yes” to positions 6, 22, 38,62, 70 and answers “no” to positions 14, 30,46, 54, 78 indicate a tendency towards vindictiveness.

Answers “yes” to positions 7,23, 39, 55,63 and answers “no” to positions 15, 31,47, 71, 79 indicate a tendency to be intolerant of the opinions of others.

Answers “yes” to positions 8, 24, 32,48, 56,64, 72 and answers “no” to positions 16,40, 80 indicate a tendency towards suspicion.

The sum of points on the scales “offensiveness (assertiveness)” and “intransigence” gives the total indicator of the subject’s positive aggressiveness. The sum of points scored on the “intolerance of the opinions of others” and “vindictiveness” scales gives an indicator of the subject’s negative aggressiveness. The sum of points on the scales “compromise”, “hot temper”, “touchiness”, “suspiciousness” gives a generalized indicator of conflict.

Survey map.

No.	Yes	No	No.	Yes	No	No.	Yes	No	No.	Yes	No

Questionnaire text.

I get irritated easily, but calm down quickly.
In disputes, I always try to take the initiative.
More often than not, I don't get credit for what I do.
If they don't ask me nicely, I won't give in.
I try to do everything to avoid tension in relationships.
If they treat me unfairly, then I silently invite all sorts of misfortunes upon the offender.
I often get angry when people contradict me.
I think people are talking bad about me behind my back.
I'm much more irritable than I think.
The idea that attack is the best defense is correct.
Circumstances are almost always more favorable for others than for me.
If I don't like a rule, I try not to follow it.
I try to find a solution to a controversial issue that would satisfy everyone.
I believe that kindness is more effective than revenge.
Every person has the right to their opinion.
I believe in the integrity of most people's intentions.
I get angry when people make fun of me.
In an argument, I often interrupt my interlocutor, imposing my point of view on him.
I often take offense at the comments of others, even if I understand that they are fair.
If someone pretends to be an important person, I always act against him.
As a rule, I suggest a middle position.
I believe that the slogan from the cartoon: “A tooth for a tooth, a tail for a tail” is fair.
If I have thought everything through, then I do not need the advice of others.
I am wary of people who are nicer to me than I expected.
If someone makes me angry, I don't pay attention to it.
I consider it tactless not to allow the other side to speak out in a dispute.
I am offended by the lack of attention from others.
I don't like to give in when playing, even with children.
In a dispute, I try to find something that will suit both sides.
I respect people who do not remember evil.
The statement: “A mind is good, but two is better” is true.
The statement: “If you don’t deceive, you won’t live” is also true.
I never have angry outbursts.
I can listen carefully and completely to the arguments of those arguing with me.
I am always offended if I am not among those awarded for a cause in which I participated.
If someone in line tries to prove that he is ahead of me, I do not give in to him.
I try to avoid aggravating relations.
I often imagine the punishments that could befall my offenders.
I don’t think that I am stupider than others, so their opinion is not a decree for me.
I condemn distrustful people.
I always react calmly to criticism, even if it seems unfair to me.
I always confidently defend my rightness.
I don't get offended by my friends' jokes, even if they are mean.
Sometimes I give others the opportunity to take responsibility for solving an issue that is important to everyone.
I try to convince the other to come to a compromise.
I believe that evil can be repaid with good, and I act accordingly.
I often turn to my colleagues to get their opinion.
If they praise me, it means that these people need something from me.
In a conflict situation, I have good self-control.
My loved ones are often offended by me because I “don’t let them open their mouths” when talking to them.
It doesn’t bother me if, when praised for general work my name is not mentioned.
When negotiating with a senior official, I try not to contradict him.
In solving any problem, I prefer the “golden mean”.
I have a negative attitude towards vindictive people.
I don’t think that a manager should take into account the opinions of his subordinates, since he is responsible for everything.
I am often afraid of tricks from other people.
I am not outraged when people push me on the street or in public transport.
When I talk to someone, I'm tempted to quickly express my opinion.
Sometimes I feel like life is treating me unfairly.
I always try to get out of the car before others.
It is hardly possible to find a solution that would satisfy everyone.
No insult should go unpunished.
I don't like it when others come to me with advice.
I suspect that many people keep in touch with me out of self-interest.
I do not know how to restrain myself when I am undeservedly reproached.
When playing chess or table tennis, I like to attack more than defend.
I feel sorry for people who are overly touchy.
For me it doesn't of great importance, whose point of view in the dispute turns out to be correct - mine or someone else’s.
Compromise is not always the best resolution to a dispute.
I will not calm down until I take revenge on the offender.
I believe that it is better to consult with others than to make a decision alone.
I doubt the sincerity of most people's words.
It's usually hard to get me going.
If I see shortcomings in others, I do not hesitate to criticize them.
I don’t see anything offensive in what they tell me about my shortcomings.
If I were a seller at the market, I would not give in on the price for my goods.
To compromise is to show your weakness.
Is it fair to say that if you are hit on one cheek, you should turn the other one too?
I don't feel disadvantaged if someone else's opinion turns out to be more correct.
I never suspect people of dishonesty.

Questionnaire by K. Thomas “Preferred strategies of behavior in conflict”

Adapted version of N.V. Grishina

The technique is intended to measure personal predisposition to a particular behavioral tendency in a conflict situation.

Instructions.

You are presented with a series of statements. In each of 30 pairs of behavior options in a conflict situation, you must choose statement a or b.

Conflict implies a clash of opposing points of view, the emergence of serious disagreements, the ineffective resolution of which destroys business and friendly contacts between people. Conflicts make it difficult or impossible for them to coordinate their joint actions. Thus, General Motors psychologists experimentally found that in bad mood The productivity of thinking decreases sharply. That is why here in the first half of the working day it is forbidden to make comments to the designers and spoil their mood. Financial success, according to D. Carnegie, depends 15% on technical knowledge specialist and 85% from his ability to work with people.

Undoubtedly, it is important for a public relations specialist to know and take into account the level of his conflict and constantly improve his communication skills interpersonal communication, techniques for conflict-free personnel management, management of a specific team of subordinate employees. When assessing a conflict, it is important to take into account factors such as gender, age, trauma and cultural environment.

Gender factor. Women are more likely to conflict if things are not done the necessary conditions ecology and hygiene in the workplace, have difficulty with overwork during periods of intense stress. Women don't keep it inside themselves negative emotions, but it’s easier to “walk away” and calm down.

Men cannot stand the infringement of their rights related to the content and conditions of work: the lack of status and power opportunities that correspond to their ideas; the presence of a form of necessary subordination that is unacceptable to them; inconsistency of labor rights and responsibilities; unreasonable organization of work. Men endure stress more easily than women, but tend to hold negative emotions within themselves for a long time.

Age factor. As age increases, the number of conflicts associated with errors in relationships with colleagues decreases, and the number of conflicts caused by contradictions in the content of work and organizational working conditions increases.

Factor of psychological trauma and cultural environment. For Russian culture, a specific feature is the habit of “dumping” one’s own dissatisfaction on the people around him - on colleagues, family members. Adequate ways to release “negative” energy are: a contrast shower, walking the dog, watching a comedy movie or sleeping.

Remember that nothing shows superior character like good behavior in a quarrel.

Control questions and assignments for the seventh chapter

1. Diagnose the level of personality conflict

When starting to take the test, you must analyze your activities, behavior, communication and interaction with other people. Next, you are required to give a self-assessment of your personal qualities, which manifest themselves in various life situations.

When answering each question, choose one of the three options provided.

1) Is it typical for you to strive for dominance, that is, to subordinate others to your will?

B) when and how.

2) Are there people in your team who are afraid of you?

B) I find it difficult to answer.

3) Who are you most?

A) pacifist.

B) principled.

B) enterprising.

4) How often do you have to make critical judgments?

B) periodically.

5) What would be most characteristic of you if you headed a new team?

A) would develop a work program for the team for the year ahead and convince the team of its feasibility.

B) would study who is who and establish contact with the leaders.

C) would consult with people more often.

6) In case of failures, what state is most typical for you?

A) pessimism.

B) bad mood.

B) self-resentment.

7) Is it typical for you to strive to defend and observe the traditions of your team?

B) most likely yes.

8) Do you consider yourself to be one of the people for whom it is better to tell the bitter truth to their faces than to remain silent?

B) most likely yes.

9) Of the three personal qualities that you struggle with, you most often try to get rid of them in yourself:

A) irritability.

B) touchiness.

C) intolerance of criticism of others.

10) Who are you most?

A) independent.

B) idea generator.

11) What kind of person do your friends think you are?

A) extravagant.

B) optimistic.

B) persistent.

12) What do you most often struggle with?

A) with injustice.

B) with bureaucracy.

B) with selfishness.

13) What is most characteristic of you?

A) I underestimate my abilities.

B) I assess my abilities quite objectively.

C) I overestimate my abilities.

14) What leads you to clashes and conflicts with people most often?

A) excessive initiative.

B) excessive criticality.

B) excessive straightforwardness.

Evaluation of results

Using the table for converting answers into assessment points, you can calculate your level of conflict.

The lower the total number of points you score, the lower the level of conflict, and vice versa. If you have 1-3 level of conflict, you need to worry about your conformity, which reduces the success of managing staff. If you have 7-9th level of conflict, then you need to radically change your lifestyle. If you have 4-6th level of conflict – this is a normal condition.

Having determined the level of your conflict, you must draw a conclusion for yourself: on whom conflict-free communication depends to a greater extent - on the manager or subordinates.

Methods of testing for personality conflict. Test “Determining the level of conflict

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