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Discover the hidden conflicts within your organization!

Don’t worry, it won’t hurt!

This is an interactive video test that helps you:

  • understand what conflicts currently exist in your own organization,
  • show the depth of these conflicts,
  • and their impact on your organization.

 

 

Book a consultation based on your results

The 13-question test takes only 10 minutes to complete, and you will receive immediate feedback as well as the option to download a personalized report.

Don’t be afraid to find out that you, as a leader, might be the source of conflict. That doesn’t make you a narcissistic leader; we’ve also had moments when we failed to notice a conflict early or let it escalate.

We learned from our own experience, researched, and developed the Thriving Beyond Conflict method, which you can already get a taste of with this short interactive test. Don’t worry, it’s already Top Secret — complete confidentiality awaits you during the test and the program.

Keep in mind that the sooner we recognize a conflict, the faster and more effectively we can handle and resolve it. Both you and your company will be less harmed.

 

Please complete the test to evaluate your company:

 

Complete 0%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
How typical is it for important matters to be discussed openly within the team?*
Very typical
Partly, but many things go unsaid
Rather not typical
Almost never
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Complete 5%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Has it happened that someone has mentally checked out but is still working there?*
No, we are not aware of such cases
It may have happened, but it is not typical
Yes, it is occasionally noticeable
Yes, this is a recurring pattern
Please describe
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Complete 11%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
How do people typically feel after meetings?*
Motivated, with a clear understanding
Some things become clearer, but questions remain
Uncertain and tense
They feel it was a waste of time
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Complete 17%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Is anyone noticeably passive, not expressing opinions, or silent during meetings?*
Many people behave this way
They are mostly active
There are a few people who are always passive
Activity levels vary
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Complete 23%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
What is the atmosphere like in meetings? Does everyone get involved?*
There is open discussion, free expression of opinions, a relaxed atmosphere, and constructive solutions
Conversations are cautious, and participants usually feel inhibited
A necessary evil; those who can avoid it do, and others tend to stay silent
Endless clashes of opinion, often without a constructive outcome
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Complete 29%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
What has the level of employee turnover been in the past 1–2 years?
Low; the team is stable
Slightly increasing
Clearly high, especially among key employees
It is difficult to retain employees
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Complete 35%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Are there situations in the organization that everyone knows about, but no one talks about?*
No, every important matter is discussed
There are one or two, but they are not significant
Yes, there are several such topics
Almost everyone knows something but does not say it out loud
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Complete 41%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
What is the relationship like between different areas, such as sales and marketing or HQ and regions?*
Collaborative and cooperative
Tensions occur, but they are manageable
Conflicts and competition are frequent
Open or passive resistance is common
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Complete 47%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Is there a conscious, practiced toolkit for preventing conflicts?*
Yes, there are regular trainings and protocols
There are attempts, but they are inconsistent
Individual solutions tend to dominate
No, everyone handles it instinctively
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Complete 52%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
How is feedback handled in the organization?*
Frequent, open, and constructive
There are formal ways to give feedback, but they are not used much
There is more silence than feedback
It is surrounded by fear or uncertainty
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Complete 58%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Are there unspoken rules about what may and may not be questioned?
People are free to express opinions openly, regardless of status
Opinions can be expressed, but there are sensitive topics we avoid
We know who to watch out for and what not to touch
Questioning is risky — those who care about their position are cautious
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Complete 64%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Is anyone responsible for tensions within the system, or is everyone expected to deal with them individually?*
There is a dedicated approach and leadership responsibility for this
We expect it from leaders, but they do not have the tools
The expectation is: solve it like adults
Conflict management is either invisible or taboo here
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Complete 70%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Do you regularly look at how you work together, not only at what you do?*
Yes, retrospectives, feedback, and open conversations are part of the culture
It happens occasionally, usually after a problem
We focus more on performance than on relationships
Self-reflection is a luxury; there is no room for it at our pace
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Complete 76%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Does anyone dare to disagree with the boss? And if so, what happens?*
Yes, disagreement is seen as a sign of trust
Debate is allowed, but only up to a point
Disagreement is interpreted as defiance
The best strategy is silence
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Complete 82%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
Has there been any training to help employees learn conflict management techniques?*
Yes
No
Another type of organizational development training
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Complete 88%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details
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Medium
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High
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Complete 94%
1 1. Communication 2 2. Quiet Quitting 3 3. Meeting Culture 4 3. Meeting Culture 5 3. Meeting Culture 6 4. Employee Turnover 7 5. Hidden Conflicts 8 6. Tension Between Departments 9 7. Conflict Management Routine 10 8. Feedback Culture 11 9. How present is the “invisible script” in the organization? 12 10. Who is responsible for managing conflicts? 13 11. How often does organizational self-reflection happen? 14 12. How does the organization’s psychological climate affect decisions? 15 13. What is the company’s approach to training and development? 16 13. What is the company’s approach to training and development? 17 Contact Details

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