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Trust test-conflict map

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 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
How common is it for important things to be discussed openly within the team?*
Entirely typical
Partially, but many things remain unsaid.
It's not really typical
Almost never
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Complete 6%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Has it ever happened that someone has "mentally resigned" but is still working there?*
No, we are not aware of such a case.
Maybe it has happened, but it's not typical.
Yes, it's occasionally noticeable.
Yes, this is a recurring phenomenon.
Is there an employee who only does the bare minimum and whose behavior has changed?
Write it to us!
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Complete 13%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
What feeling do people leave the meetings with?*
They feel motivated and have a clear understanding.
Things are partially clarified, but some questions remain.
Uncertain and tense.
They feel it was all for nothing.
Is there anyone who is noticeably passive, doesn’t express opinions, and remains silent during meetings?*
Many people are like this.
They are mostly active.
There are a few people who are always passive.
The level of engagement varies.
What is the atmosphere like during meetings? Is everyone engaged?*
There is open dialogue, free expression of opinions, a relaxed atmosphere, and constructive solutions.
Thoughtful conversations, but participants generally feel inhibited.
A “necessary evil” — those who can, skip it or stay silent.
Endless clashes of opinions, often without a constructive outcome.
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Complete 20%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
What has the employee turnover been like in the past 1–2 years?*
Low, the team is stable.
Slightly increasing.
Significantly high, especially among key employees.
It is difficult to retain employees.
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Complete 26%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Is there a situation in the organization that “everyone knows about” but no one talks about?*
No, all important matters are discussed.
There are one or two such cases, but they are not significant.
Yes, there are several such topics.
Almost everyone “knows something but doesn’t say it.
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Complete 33%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
What is the relationship like between different areas (e.g. sales vs. marketing, HQ vs. regions)?*
Collaborative and cooperative.
There are tensions, but they are manageable.
Conflicts and competition are frequent.
Open or passive resistance is common.
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Complete 40%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Is there a conscious, well-practiced toolkit for conflict prevention?*
Yes, there are regular trainings and protocols in place.
There are some efforts, but they are inconsistent.
Individual solutions tend to dominate.
No, everyone handles it instinctively.
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Complete 46%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
How is feedback given within the organization?*
Frequent, open, and development-oriented.
There are forms of it, but they are rarely used.
There is more silence than feedback.
It is surrounded by fear or uncertainty.
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Complete 53%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Are there unspoken rules about what can and cannot be questioned?*
There is full freedom to express opinions, regardless of status.
Opinions are free, but there are “sensitive” topics we tend to avoid.
We know who to be cautious around and what should not be stirred up.
Asking questions is risky — those who value their position are careful.
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Complete 60%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Is there someone in the system responsible for managing tensions, or does everyone “handle it individually”?*
There is a dedicated approach and leadership responsibility.
It is expected from the leaders, but they lack the necessary tools.
“Handle it like adults” – that’s the expectation.
Conflict management here is either invisible or a taboo.
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Complete 66%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Do you regularly reflect on how you work together, not just on what you do?*
Yes, retrospectives, feedback, and open conversations are part of the culture.
It happens rarely, usually after a problem arises.
We tend to focus more on performance than on relationships.
Self-reflection is a luxury — there’s no time for it in the pace we keep.
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Complete 73%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Does anyone dare to argue with the “boss”? And if so, what happens?*
Yes, expressing differing opinions is a sign of trust.
Disagreements are allowed, but only up to a point.
Disagreements are interpreted as “opposition.”
The best strategy is silence.
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Complete 80%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Have you ever attended any training that helps develop conflict resolution skills?*
Yes
No
Other types of organizational development training.
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Complete 86%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts
Result-low
0-13 0.00
Eredmény-alacsony
14 0.00
Eredmény-közepes
26 0.00
Eredmény-magas
45 0.00
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Complete 93%
1 1.Communication 2 2.Quiet quitting 3 3.Meeting culture 4 4.Turnover 5 5.The presence of hidden conflicts 6 6.Tension between departments 7 7.Conflict resolution routine 8 8.Feedback culure 9 9.To what extent is the 'invisible script' present in the organization? 10 10.Who is responsible for managing conflicts? 11 11.How often does organizational-level self-reflection take place? 12 12.How does the organization’s psychological climate influence decision-making? 13 13.What is the company's approach to training and development? 14 14.What is the company’s training and development concept? 15 Contacts

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