Communication Skills & Conflict Resolution Flashcards

A CTC coach working with a team in conflict avoids taking sides and instead focuses on the process of dialogue. This role is best described as:

Answer: Mediator

A mediator is a neutral facilitator of dialogue who does not impose decisions or advocate for either party.

The 'ladder of inference' model is most useful in conflict coaching because it helps team members:

Answer: Trace how assumptions escalate into conclusions and actions

The ladder of inference shows how people move from raw data to beliefs and actions, often skipping steps that fuel misunderstanding.

A team coach encourages members to express their 'underlying interests' rather than their 'positions' during a dispute. This approach is central to:

Answer: Interest-based negotiation

Interest-based negotiation, associated with the Harvard Negotiation Project, focuses on underlying needs rather than stated positions.

When coaching a team through interpersonal conflict, which question best helps members develop empathy for each other?

Answer: What might the other person be feeling and why?

Perspective-taking questions build empathy by directing attention to the other party's emotional experience.

A team member repeatedly uses 'you always' and 'you never' statements during a conflict discussion. A coach intervenes by coaching the member to use:

Answer: Specific behavioral observations with 'I' statements

Replacing generalized 'you' accusations with specific 'I' statements reduces defensiveness and focuses on observable behavior.

In team coaching, 'psychological safety' most directly supports conflict resolution by:

Answer: Allowing members to raise concerns and disagreements without fear of reprisal

Psychological safety, as defined by Amy Edmondson, enables honest communication of concerns without fear of negative consequences.

A coach helps a team recognize that their conflict has a 'pattern of escalation.' The most effective first step is to:

Answer: Map the pattern together so the team can interrupt it consciously

Making the pattern visible to the team creates shared awareness, which is prerequisite to changing the dynamic.