Situational Judgement Questions and Answers

This is an inflexible situation as far as you are concerned, so you accept it and do your share of the work load to the best of your ability. The rest is up to your co-worker.

You are concerned that the quality of the project will reflect badly on you and the company, so you put in extra hours to complete the project by yourself to the best of your abilities.

You cannot accept this kind of attitude. You immediately contact your manager to discuss the situation. You request that your co-worker be replaced by another worker to complete the project.

If he is not interested in your opinion there is not much you can do about it, so you let it go and leave him to deal with the consequences of a poor presentation.

If he does not want to listen to you, notify management about it. Talk to your manager and ask him to explain to Matt the importance of the necessary changes.

It's best to stay out of it. If Matt does not want to hear your thoughts, that is his right and there is always the possibility that you are mistaken.

You feel that since she is a very popular employee it is crucial that she be replaced temporarily or else office performance will suffer. You assign her to back office tasks for the time being and promise her that once her performance improves, you will re-instate her in her former position.

You call a staff meeting to talk about the negative atmosphere in the office. You single out the problematic employee and discuss her contribution to this atmosphere in the hope that her behaviour will improve.

You decide to let it blow over. She has been a consistently good employee until recently and you feel you need to "cut her some slack". Part of your job is to be sensitive to your employees' needs when necessary.

You do not accept the decision and send the training manager a furious e- mail demanding that she re-open the course for your employees as their performance is hindered by the delay in their training. You make sure to cc the executive director.

Since relations between you and the training manager are already strained, you decide to let the subject go this time and wait a few months until the next course opens.

You contact the manager of the other department, whose workers were selected for training instead of your employees. You try to convince him to let one of your employees take the course instead of one of his.

You wait to see how things develop; at the moment this information is merely hearsay.

You do not want to take any chances with such issues. You report the matter to your supervisor and advise him to consider replacing your co-worker.

Since you do not want to make a "big deal" out of the issue, you ask a third party to intimate to your co-worker that his behaviour is unacceptable.

You trust your manager's judgement and withdraw your proposition. There's no point in going against her better judgement.

You implement your proposition despite the manager's resistance. Since you have a lot of faith in this proposition, you decide to trust your judgement and go behind her back this once for the benefit of the company.

You confront your manager on the issue and insist that she accept your proposal. You are positive that you are right. You have the marketing people to back you and will not give up until you convince your manager otherwise.

Since the rumour is already out, you update all your acquaintances in the organisation that you are in the midst of negotiations for a new position. This may even encourage your directors to promote you within the company.

Since it is only a rumour, you don't update anyone until you actually hand in your notice. Nothing has been decided yet.

Since the rumour is already out and you will probably leave, you invest a little less in your work and a bit more in attaining the new position.

You explain your personal situation to the director and apologise for the decline in the performance of your team. You ask to take a few days off to recuperate.

You update the director on the changes in the market and explain that there is nothing that can be done at the moment to improve sales.

You scold your team members for their poor performance and set new, more attainable sales targets in line with the changes in the market.

D → A → B → C

A → D → B → D

B → D → C → A

You accept the idea of the senior marketing manager. Since she is more senior she has more influence on your status in the company and therefore it is politically wiser to support her.

You accept the idea of your supervisor. Since he is directly above you, he has more influence on your daily routine in the company and therefore it is politically wiser to support him.

You believe that getting involved in this dispute would be detrimental to you as both sides are superior to you. Therefore, you refuse to pick a side saying that both strategies are equally successful.