What sequence best describes resolving a conflict with a colleague?

What sequence best describes resolving a conflict with a colleague?

• A. Escalate to a supervisor first, assign blame, demand action, avoid follow-up
• B. Listen actively, separate person from problem, agree on solutions, document actions, follow up
• C. Ignore emotions and focus on timelines only
• D. Start with blame and then move to solutions

Answer: (B)

Resolving a conflict with a colleague effectively comes from addressing the issue rather than attacking the person, while actively engaging with the other person to find workable steps. Listening actively shows you value their perspective and helps reduce defensiveness. Separating the person from the problem keeps the focus on the issue itself, not on personal character, which makes it easier to collaborate. Agreeing on concrete solutions creates shared ownership and a plan both can support. Documenting the actions ensures accountability and clarity about what was decided, and following up checks in on progress to prevent the issue from slipping back into a dispute. Escalating to a supervisor and assigning blame tends to push the conflict up the chain and heighten tension without solving the core problem. Ignoring emotions and focusing only on timelines neglects important signals about how people are affected and can leave the underlying issues unresolved. Starting with blame sets a defensive tone, making it harder to reach a cooperative solution.

Resolving a conflict with a colleague effectively comes from addressing the issue rather than attacking the person, while actively engaging with the other person to find workable steps. Listening actively shows you value their perspective and helps reduce defensiveness. Separating the person from the problem keeps the focus on the issue itself, not on personal character, which makes it easier to collaborate. Agreeing on concrete solutions creates shared ownership and a plan both can support. Documenting the actions ensures accountability and clarity about what was decided, and following up checks in on progress to prevent the issue from slipping back into a dispute.

Escalating to a supervisor and assigning blame tends to push the conflict up the chain and heighten tension without solving the core problem. Ignoring emotions and focusing only on timelines neglects important signals about how people are affected and can leave the underlying issues unresolved. Starting with blame sets a defensive tone, making it harder to reach a cooperative solution.