Fighting Talk - Unit 11

C2 Proficiency · Multiple Choice Reading · Based on C2 Proficiency exam text

You are going to read an article about dealing with conflict at work. For questions 1–6, choose the answer (A, B, C or D) which you think fits best according to the text.

It seems that some people are simply incapable of settling scores amicably at work and practising a bit of good old-fashioned forgiveness. A High Court judge was recently forced to order two doctors who were unable to settle a personal dispute to divide their surgery physically by building a wall right through their medical practice. In this case, I have been asked to decide on which side lies the photocopier as the practice is formally divided – it's especially difficult for the staff, who have already had to get used to being paid separately by the warring doctors. An extreme case, it demonstrates just how bad things can get when communication and understanding break down between colleagues at work. Office feuds can develop in even the friendliest of environments. So what should you do when faced with one? Whether you are involved directly or are an innocent bystander watching others curdle the workplace atmosphere? Jane Clarke, author of *Office Politics*, offers the following advice. 'On the whole, people do not like dealing with conflict, but it is very important to grab the bull by the horns. If you feel you are able to, you should try and sort it out. If not, the very least you can do is to report it to a manager who should make sure that people know that bad behaviour in the workplace will not be tolerated.' So what causes acrimony in the first place? Reasons vary from something as simple as a clash of personalities, jealousy, overwork or a simple misunderstanding. If you are personally involved – and almost all of us have been at some point – listening skills are vital. If the problem is between two colleagues, things can be a bit trickier. Avoid being the gallant sort – practising an unhealthy avoidance tactic is often what most people would prefer to do, but ignoring the situation will not make it go away. So what are your options? 'If you feel it's appropriate, try talking with the feuding parties and encourage them to understand what the issue is,' advises Clarke. 'Make it clear that it is not an acceptable state of affairs.' Mediation is another option; get the parties together and act as a buffer zone. You may feel the urge to bash their heads together, but that never achieves a great deal. As Clarke says, 'Sometimes you're translating. People are often so different that it's as though they speak a different language.' Any meetings between disputing parties must have some follow-up. All involved should agree on the next steps – failing to do this can mean the situation repeats itself. Negative energy between people needn't result in bad karma. Harnessed creatively, it can become a positive force. So, if you are having problems with a couple of office dullards who insist on putting downers on any bright new ideas you might have, use their objections as a way of really testing out that brainwave – if it can survive them, it can survive anything. Look at people's weaknesses as strengths: the fusspot can research the finer details of a project; the office loudmouth can always be pushed forward to do public speaking. Disputes and ill feelings can arise between employees or between employee and employer.

should never have entered into a partnership in the first place.

were probably fundamentally incompatible from day one.

ought to have been able to resolve their differences.

are very extroverted and intolerant people.

In the story of the two doctors, the writer believes that they

Conflicts at work divide staff and clients.

The failure of relationships at work can have dramatic consequences.

Serious conflicts can happen where you least expect them.

It is not always easy to know how to handle conflicts at work.

What main point is the doctors' story used to illustrate?

can happen for any number of reasons.

should be dealt with in the first instance by discussing hurt feelings.

are generally attributable to personality clashes.

often arise when least expected.

According to Jane Clarke, office disputes

have a personal involvement.

accept some blame for the situation.

commit to finding a solution.

accept each other in a spirit of forgiveness.

The view is expressed that work conflicts will not get resolved unless both parties

bad karma (line 66)

harnessed creatively (line 66)

putting downers on (line 68)

testing a brainwave (line 70)

Which phrase from the penultimate paragraph sums up its main point?

constructive and practical

detached and critical

understanding and empathetic

ironic and dismissive

Which of the following best describes the tone of the article?

Fighting Talk

Available as a free printable PDF worksheet with an optional answer key.

More C2 Proficiency Multiple Choice Reading practice · All C2 Proficiency practice