Civil Service Work Strengths Test Workplace Scenarios and Behavioural Preferences Syllabus

Contrast a 'reflective' preference with an 'action-oriented' preference.

Reflective people prefer to think, analyse and plan before acting; action-oriented people prefer to move quickly, try things and learn by doing. Balance avoids both paralysis and recklessness.

What is 'analysis paralysis' and which preference is most prone to it?

Analysis paralysis is over-thinking to the point of failing to decide or act; reflective, detail-oriented styles are most prone to it when reflection is not balanced with timely action.

Define 'reflective practice'.

A structured habit of reviewing experiences (what happened, what worked, what didn't, what to change) to continuously learn and improve future performance.

What is a 'team player' and name three behaviours that demonstrate it?

Someone who works effectively toward shared goals. Behaviours: sharing information openly, supporting colleagues and offering help, reliably delivering your part, and giving credit to others.

What are Tuckman's four (or five) stages of team development?

Forming, Storming, Norming, Performing, and (later added) Adjourning. Conflict in the Storming stage is a normal part of a team maturing.

Distinguish 'task roles' from 'maintenance roles' in a team.

Task roles drive the work itself (e.g. setting goals, contributing ideas, organising); maintenance roles build relationships and cohesion (e.g. encouraging, mediating, including quieter members).

Define 'conflict' in a workplace and distinguish constructive from destructive conflict.

Conflict is a clash of needs, ideas or interests. Constructive conflict focuses on issues and improves outcomes through debate; destructive conflict becomes personal, damages relationships and blocks progress.

List the five Thomas-Kilmann conflict-handling modes.

Competing (assertive/uncooperative), Accommodating (unassertive/cooperative), Avoiding (unassertive/uncooperative), Collaborating (assertive/cooperative), and Compromising (intermediate).

In the Thomas-Kilmann model, what two dimensions define each conflict mode?

Assertiveness (the degree to which you try to satisfy your own concerns) and Cooperativeness (the degree to which you try to satisfy the other person's concerns).

Which conflict-handling mode generally produces the best long-term outcome and why?

Collaborating (win-win), because it seeks a solution that fully satisfies both parties' underlying interests, though it requires more time and trust; the best mode actually depends on the situation.

What is the recommended approach to disagreeing with a colleague or senior?

Disagree respectfully and privately where possible: focus on the issue not the person, use evidence, listen to their view, and once a decision is made, commit to it (disagree and commit).

Define 'feedback' and distinguish positive from developmental (constructive) feedback.

Feedback is information about behaviour or performance intended to maintain or improve it. Positive feedback reinforces what works well; developmental feedback identifies what to change to improve.

What is the difference between feedback and criticism?

Feedback is specific, behaviour-focused, timely and aimed at helping the person improve; criticism is often vague, judgmental, person-focused and aimed at faultfinding.

Describe the SBI feedback model.

Situation-Behaviour-Impact: describe the specific Situation, the observable Behaviour, and the Impact it had. This keeps feedback factual, specific and non-judgmental.

What is the recommended way to receive feedback well?

Listen without becoming defensive, ask clarifying questions, thank the giver, reflect on it objectively, and decide what action to take, separating the message from how it was delivered.

Why is the 'feedback sandwich' sometimes criticised?

Burying developmental feedback between two pieces of praise can dilute or hide the key message and feel insincere; clear, direct, kind feedback is often more effective.

Define 'diversity' and 'inclusion' and explain the difference.

Diversity is the presence of differences (e.g. background, ethnicity, gender, disability, thought); inclusion is creating an environment where those differences are valued and everyone can fully participate. Diversity is being invited; inclusion is being able to contribute.

What are the nine protected characteristics under the UK Equality Act 2010?

Age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.

What is 'unconscious bias'?

Automatic, unintentional mental associations and judgments about people based on group characteristics, formed outside conscious awareness, which can unfairly influence decisions if unchecked.

What is a 'reasonable adjustment' under UK equality law?

A change an employer must make to remove or reduce a disadvantage faced by a disabled person (e.g. adapted equipment, flexible hours, accessible formats) so they can work or be assessed fairly.

What does 'acting with honesty when no one is watching' describe, and which Civil Service value does it relate to?

It describes integrity, acting ethically and truthfully even without oversight or reward. It relates directly to the Civil Service core value of Integrity (putting public service obligations above personal interests).

What are the four core values of the UK Civil Service Code?

Integrity, Honesty, Objectivity and Impartiality.

Define 'objectivity' and 'impartiality' as Civil Service values.

Objectivity means basing advice and decisions on rigorous analysis of the evidence; impartiality means acting solely on the merits of the case and serving governments of different political persuasions equally well.

What are the 'Seven Principles of Public Life' (Nolan Principles)?

Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty and Leadership.

What is the preferred behaviour for confidentiality and data handling?

Access and share information only on a need-to-know basis, store and transmit it securely, follow data-protection rules, and never disclose sensitive or personal data to those not authorised to see it.

Under UK GDPR / Data Protection Act 2018, state three of the core data-protection principles.

Any three of: lawfulness, fairness and transparency; purpose limitation; data minimisation; accuracy; storage limitation; integrity and confidentiality (security); and accountability.

What is 'data minimisation' and why does it matter for handling information?

Data minimisation means collecting and retaining only the personal data that is adequate, relevant and necessary for the stated purpose; it reduces privacy risk and the impact of any breach.

Define 'whistleblowing' in a workplace context.

Whistleblowing is raising a concern (making a 'protected disclosure') about wrongdoing, danger, illegality or malpractice that affects the public interest, rather than a personal grievance.

What does the UK Public Interest Disclosure Act 1998 (PIDA) provide for whistleblowers?

Legal protection from dismissal or detriment for workers who make a qualifying protected disclosure in the public interest through the appropriate channels.

What is the recommended first step if you have a genuine concern about wrongdoing at work?

Raise it through the proper internal channel first (e.g. your line manager, a nominated officer, or under the Civil Service Code via your department or the Civil Service Commission) before escalating externally, keeping a factual record.

Why is psychological safety important for raising concerns and giving feedback?

Psychological safety is a shared belief that one can speak up, admit mistakes, ask questions or challenge without fear of punishment or humiliation; it enables honest feedback, early reporting of problems, and learning.