You will hear a speaker giving a group of managers advice on how to deal with conflicts. As you listen, for questions 1-12,

Woman: Good morning, ladies and gentlemen. My short talk today is about conflicts: what are conflicts, and how to deal with conflicts and different types of conflicts.
As we all know, it is not easy to get a-long well with others, especially colleagues. We often find that we are caught in various kinds of conflicts. Therefore, conflicts are normal in life, especially in professional life. A conflict is a problematic situation between at least two parties, where each party wishes its own interest will be fulfilled and thinks that this will happen at the cost of the other.
Since conflicts can easily damage the staff relationship, it is advisable to tackle conflicts rapidly. The supervisor should understand the art of preventing the escalation of conflicts, in a professional manner, by putting the problems open to discussion.
Next comes the question " how to deal with conflicts in a professional way". First, ask both parties to remain calm. Then find a suitable place where you can sit down and talk. Listen to what the employees say and try to pick up any underlying causes of unhappiness or stress. If necessary, question the employees in a calm way, put them at ease and give them the chance to speak freely. At last, the supervisor should say in other words what the employees said so that problems can be seen in a different way with focus on what would be a reasonable outcome for everyone!
There are three types of conflicts. In all cases, the supervisor can be an outsider or one of the two parties in the conflict(with the employees, a colleague, a superior, an outsider), and can be involved directly or indirectly.
When the supervisor is an outsider and the conflict remains limited to a disagreement, the best way is to talk it over! Don’t try to ignore or cover the disagreement for it may evolve into a crisis out of control.
Sometimes, the supervisor has been directly involved. Under this condition, both parties are supposed to let off steam and put emotions in words. They should say what the error of the other is and what should be changed very concretely. After that, they can negotiate to what both are prepared together and make arrangements and possibly fix these.
In the last case, the supervisor has been indirectly involved. Now, it is time for you to exert your power and influence to arbitrate. You’d better call upon laws, appointments, principles and traditions. The next step is to mediate. When you try to mediate, pay attention, the bottleneck is often the beginning of the conversation which one of the parties does not wish to talk. At that time, the following arguments might be helpful: "What if we do not talk?" or "It’s not a question of right or wrong, but of working together."
Though these tips can help to deal with conflicts, you should always be a-ware that prevention is better than cure. That is, you can avoid an escalation but it is easier to prevent a conflict. In order to achieve that, you’d better create a culture of openness and feedback and make sure all goes well in communication.