Track your progress and test your skills. Interactive quizzes and self-assessments are coming to DiaLab.
Assessment types: Emotional Roadblock · Mental Roadblock · Polarity Management · Psychological Safety & Trust · De-Escalation
Self-Assessment
Choose the number that best reflects your experience. The scale is divided into three ranges to help guide you.
How significant is the issue to you or others?
“This issue is minor. It’s a small irritation or preference rather than something that meaningfully affects me or others.”
You aren’t seeing the level of seriousness or urgency that would merit action on your part, but that doesn’t mean a preventable situation that may become difficult down the line isn’t brewing. What’s the most proactive thing to do here?
“This issue has some genuine significance, but it’s not critical. It’s worth addressing, though the stakes are moderate rather than urgent.”
You understand that you’re going to have to address this issue at some point, whether it is now or later. Better to address it earlier before people become emotionally activated, while it is resolvable through dialogue.
“This issue matters a great deal — to me, to the other person, or to the relationship/team. Leaving it unaddressed would have real, lasting consequences.”
You’re clear on the fact that this situation isn’t sustainable over time and a discussion should happen.
What are the consequences of this issue on you & others?
“This situation has little to no real effect in the day-to-day. I barely notice its consequences on myself or on others.”
Before deciding this has little impact, consider: Could someone else be experiencing this differently than I am? Are there people who may be affected but are less likely or less able to say so? Am I assuming there is no impact because no one has raised a concern?
“This issue has a noticeable effect on me or others at times, but managing around it can be done without major disruption.”
Despite the real effects on yourself and/or others, right now it makes more sense to you to work around it or avoid it. Before moving on, ask yourself: If nothing changed, would I still be comfortable with this situation three months from now? If you wait three months, what might become harder to address? Consider whether acting while the issue is still small could prevent frustration, assumptions, or patterns from taking root.
“This issue is significantly affecting the wellbeing, performance, or relationships of some people on the team. The effects are felt regularly and they are hard to ignore.”
The consequences are serious enough that inaction is no longer an option.
How psychologically safe do you feel to engage directly?
“I’m concerned that there could be negative consequences that might not make it safe or appropriate to engage directly with the other person.”
Some of what you’ve identified may warrant additional support before deciding whether direct dialogue is appropriate. You may want to review available organizational resources, policies, or speak confidentially with an appropriate resource about possible options.
“Although some anxiety and discomfort can be expected in a difficult conversation, I feel safe enough to raise this directly with the right preparation or support.”
Difficult conversations often involve uncertainty. Some discomfort doesn’t necessarily mean the conversation is unsafe. Here are some options for support:
“I feel secure raising this directly. I trust that I can speak openly without fear of damaging the relationship or facing negative consequences.”
You have a strong foundation for direct dialogue. Your response suggests you have enough confidence in the relationship and circumstances to engage openly.
How important is the quality of this relationship when deciding how to approach the situation?
“I just want to get my message across, the ongoing harmony of this relationship isn’t a major concern for me. I’m not worried about how they might receive my message or the relational fallout.”
The relationship may not be your priority—but the way you communicate can still matter. Even when preserving goodwill isn’t important to you, consider whether relational fallout could make it harder to achieve what you actually want. How your message is delivered can influence whether it is heard, resisted, acted upon—or escalated.
Before moving forward, consider: If the relationship deteriorated further after this conversation, could that affect your work, your credibility, future cooperation, the wider team, or your ability to resolve the issue? Is getting the message across enough—or do you need the other person to be able to hear it?
“I’d like to preserve goodwill with the people I work with; no one wants to come to work dealing with negativity.”
You value a workable, positive relationship. You may not need a close relationship with this person, but maintaining enough trust and goodwill to work together effectively still matters. Consider how you can address the issue without creating unnecessary friction.
“Maintaining positive, trusting relationships matters here. I want to handle this in a way that maintains a healthy workplace climate.”
The relationship matters to you. Wanting to preserve trust and goodwill can be a powerful reason to address an issue thoughtfully. You seem to understand that maintaining a positive relationship involves sharing honest feedback from time to time.
Do you feel prepared to engage constructively?
“I don’t feel ready. I’m too emotionally activated, unclear or unprepared to engage constructively right now.”
“I feel partially prepared. I have a general sense of what I’d want to raise, but I might benefit from some preparation for the conversation to be effective.”
“I feel calm, clear-headed, and prepared. I know what I want to raise and can engage constructively without being reactive or defensive.”
How might a dialogue be able to improve the situation?
“Because the situation is largely outside of my control (rules & regulations, policies, operational realities, management decisions), it doesn’t seem clear how a conversation might improve my situation.”
Although you don’t expect a conversation to change the outcome, remember that conversation does not need to change the final decision to be useful: it can create understanding, bring clarity, influence future decisions, improve future execution, or simply help someone understand why an outcome occurred. Some outcomes may be fixed—but that doesn’t necessarily mean there’s nothing to influence.
Separate what’s fixed from what’s still movable. I may not be able to change the policy, decision, rule, resources available, or another person’s authority. I may still be able to influence understanding, implementation, expectations, accommodations within available options, future decisions, communication, or how we work together.
“I have some ability to influence the situation through dialogue, but the outcome isn’t fully within my control and may depend on other factors.”
You can’t determine how the other person will respond or guarantee the outcome, but that doesn’t mean the conversation can’t make a difference. Consider which parts of the situation may be open to influence. What might still be influenced?
“I believe a direct conversation could meaningfully change the situation. I have real influence over the outcome and the other person is likely to be responsive to my needs.”
You believe dialogue could improve the situation and that the other person may be responsive. A direct conversation might actually affect the situation you are trying to change.
