Conflict at work: listening answers and explanations
A lecture on conflict in the workplace and why human resources managers need to deal with it. The lecturer defines it, explains its causes and effects, looks at why chief executives and other managers get involved, and ends with ways to prevent and resolve it.
Ten gaps in order. Questions 31-35 cover what conflict is, its causes and its effects; 'Some interesting work with chief executives' starts 36-37; 'For managers at lower levels' gives 38; and 'Now I'll say a little about dealing with' opens the last two.
Answer key and self-check
Type what you wrote and hit mark. Hide the key first if you haven't done the part yet. Every question number jumps to its explanation.
How to attack this block: Most answers are abstract nouns (superiority, confidence, respect) and the notes often use the same word you hear, so focus on catching the exact form. Watch for contrasts: autocratic against democratic, human resources against an outside mediator.
Question 31
Answer: bullyingAfter the definition running from minor arguments to physical violence
Which category of behaviour does most conflict belong to?
Much of this is covered by the term bullying, by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
Question says → You hear
mostly consists ofMuch of this is covered by the term bullying
Why: 'Much of this is covered by the term' matches 'mostly consists of behaviour in the general category of'. The word is bullying.
The trap: Physical violence is the extreme end of the range, not the general category. And arguments are only one small part.
Question 32
Answer: superiorityWhen the lecturer moves on to the reasons for conflict
What do people often want to prove?
But often it's caused by someone who feels the need to show their superiority
Question says → You hear
people wanting to prove theirfeels the need to show their superiority
Why: 'Feels the need to show' matches 'wanting to prove', so the gap is superiority. It's a noun, so don't write superior.
The trap: 'The lowest level in a hierarchy' is what they're afraid of being, not what they want to prove.
Question 33
Answer: personalityStraight after superiority, 'In some cases one person simply dislikes the other'
What differences between people can cause conflict?
on the basis that the personality … is in some way incompatible with that of the other person
Question says → You hear
differences inincompatible with
Why: One person's personality is incompatible with another's. 'Incompatible' becomes 'differences', and the noun is personality.
The trap: Optimism and pessimism come next, but they're examples of personality differences. One word only, and the general term fits.
Question 34
Answer: structuralWhen the lecturer talks about people promoting themselves and their team
What are conflicts caused by team loyalty called?
Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole. These conflicts are called 'structural'
Question says → You hear
more concerned about own team than about companymore interested in promoting themselves and their team than in the company as a whole
Why: The lecturer gives the name directly: these conflicts are called 'structural'. The note keeps the quotation marks around the gap.
The trap: The sales team and administrators are the example that follows, not the name of the conflict.
Question 35
Answer: absenceWhen the lecturer describes how conflict affects the individuals concerned
What can stress cause that may last for months?
the situation is likely to be very stressful for victims, resulting in their absence from work, possibly for months
Question says → You hear
can cause ... that may last for monthsresulting in their absence from work, possibly for months
Why: 'Resulting in' matches 'can cause', and 'possibly for months' matches 'may last for months'. The noun is absence.
The trap: The breakdown of the business is the effect on the company, which comes straight after. The note is about individuals.
Question 36
Answer: confidenceWhen the lecturer mentions research with chief executives
What do many CEOs have along with anxiety?
Many CEOs combine two opposing characteristics: confidence - that is, the belief that they're capable of great achievements - with a high level of anxiety
Question says → You hear
have both ... and anxietycombine two opposing characteristics: confidence … with a high level of anxiety
Why: The two characteristics are confidence and anxiety. Anxiety is already in the note, so the gap is confidence.
The trap: 'Great achievements' and 'targets' are part of the explanation. The note wants the characteristic itself.
Question 37
Answer: visionsAfter 'In a high pressure work environment'
What different things might people at the top have that cause conflict?
particularly difficult to tackle the situation where colleagues, managers and board members are all trying to achieve their own visions
Question says → You hear
people who have differentall trying to achieve their own visions
Why: Each person has their own vision, and they can't agree on where the business is going. 'Different' in the note needs the plural noun: visions.
The trap: Strategic issues are what they disagree about, but the note asks what the people have. Don't drop the s.
Question 38
Answer: democratic'For managers at lower levels within the organisation'
What kind of structure can make staff unsure who to report to?
Interestingly, though, a company with a more democratic business model, can suffer more, when uncertainty about who to report to leads to conflicting demands.
Question says → You hear
more ...a more democratic business model
a feeling of uncertainty about who staff should report touncertainty about who to report to
Why: The lecturer says a more democratic model can suffer more because of uncertainty about who to report to. The note keeps 'more', so the gap is democratic.
The trap: Autocratic is said first, as the form you might expect to see more conflict. 'Interestingly, though' tells you the opposite is true.
Question 39
Answer: respectWhen the lecturer says the ideal is to prevent conflict arising
What must bosses work hard to gain?
will make efforts to earn the respect of the people they work with, particularly those who report to them
Question says → You hear
need to try hard to gainmake efforts to earn the respect
Why: 'Make efforts to earn' becomes 'try hard to gain'. The noun is respect.
The trap: Politeness is how they earn it, mentioned next. It isn't what they gain.
Question 40
Answer: mediatorThe end of the lecture, after human resources is mentioned
What role can an outsider play to resolve conflicts?
if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive, then an external mediator might be able to help
Question says → You hear
Someone from outside the companyan external mediator
Why: 'External' means from outside the company, and the role is mediator: someone independent who talks to both sides.
The trap: Human resources often gets involved, but it's inside the company and may be seen as a mouthpiece for the boss.
Autocratic management is described first and sounds like it would cause more conflict. 'Interestingly, though' flips it: the democratic model suffers more because staff aren't sure who to report to.
The answer comes after a long passage about CEOs. People trying to achieve their own visions can't agree on strategy. The note needs the plural: visions.
Human resources is mentioned first as the department that gets involved, but the note says 'someone from outside the company'. That's the external mediator.
Words from this recording worth keeping
appalling(Introduction)
extremely bad
abusively(Definition of conflict)
in a cruel or insulting way
hierarchy(Causes)
a system of people ranked by importance
incompatible(Causes)
too different to exist or work together
spiral out of control(Effects)
get worse quickly in a way that can't be stopped
autocratic(Other managers)
controlled by one person who gives all the orders
mouthpiece(Minimising conflict)
someone who only repeats another person's views
mediator(Minimising conflict)
a neutral person who helps two sides agree
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The full Cambridge 12 Test 6 listening paper with the real audio: all four parts, played once, marked the moment you finish. Already done it? Take it again and listen for the traps this page showed you.
Cambridge IELTS 12, Test 6, Listening Part 4. The recording, transcript and questions belong to Cambridge University Press and are not reproduced here. We quote short extracts of the transcript only as evidence for our own commentary, and the answers are published for self-marking. Get the book for the full material, or sit the test on Langujet.
