Humanity test

Self-check of professional attitude and professional social behavior

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1. A participating person reacts irritably and says: 'You don't help me anyway.' Which option would you most likely choose?

I point out that this tone is not acceptable and temporarily end the conversation. I take the comment personally and make it clear that I will not help like that. I calmly clarify what is currently blocking things and state a concrete next step. I explain once more in detail what the person needs to do so that no time is wasted.

2. You have made a mistake yourself that has caused extra work for another person. What do you do first?

I quietly correct the mistake so that no one is unnecessarily alarmed. I openly acknowledge the mistake, apologize factually, and correct it. I explain why the mistake was understandable under the circumstances. I wait to see whether the person affected even notices the mistake.

3. A colleague repeatedly speaks disparagingly about difficult participants. What are you most likely to do?

I distance myself internally without making it an issue. I ignore it because everyone needs to vent sometimes. I report it immediately without first seeking a conversation. I calmly address the impact of the remarks and stick to concrete examples.

4. You notice that a person needs a lot of support, but your time for them is almost over. Which course of action best describes what you would do?

I summarize the status, set a clear boundary, and agree on the next realistic step. I run significantly over time because the person needs help right now. I refer to available materials and stick strictly to the schedule. I explain that the person needs to prepare better before further help is possible.

5. You receive unexpected feedback that sounds critical. What do you do?

I explain directly why, in my view, the criticism is not entirely accurate. I listen, ask for an example, and later examine my own share in the criticism. I take the criticism on board but avoid a longer discussion. I make a note that this person apparently has a problem with me.

6. A person considers a rule unfair and asks you for an exception. What matters most to you?

I stick strictly to the rule to avoid any discussion. I make an exception when it is humanly understandable. I decide by gut feeling because not every situation can be treated the same. I explain the rule, assess the room for flexibility, and document the decision transparently.

7. A conflict in the team indirectly affects you. Both sides seek your approval. What do you do?

I listen, avoid taking sides, and encourage a direct resolution. I support the side that I believe is more factually correct. I stay completely out of it so that I am not drawn in. I gather information first to better assess later who is responsible for the problem.

8. A person doesn't understand a task even after repeated explanations. What is your first instinct?

Maybe the task is fundamentally not suitable for this person. Maybe the person is not listening properly. Maybe the person needs a different approach or smaller steps. Maybe the person lacks the necessary preparation.

9. You are under heavy strain and notice your patience is waning. What would you most likely do?

I only do what's necessary and avoid extra conversations. I pull myself together because resilience is part of the role. I become more direct so things get resolved faster. I state my limit professionally and arrange for a proper handover or a break.

10. A colleague asks you to phrase documentation more generously so that a case does not cause trouble internally. What do you do?

I stick to factual and comprehensible documentation and offer to review the wording together. I help the colleague because team members look out for one another. I word it a bit more softly, as long as nothing factually incorrect is stated. I decline briefly and document precisely according to the case file.

11. Someone is speaking very slowly and hesitantly. What do you pay special attention to?

I steer the conversation politely to the point so it doesn't run on. I refer to written information instead, because the conversation would otherwise take too long. I allow time, listen actively, and check whether my language is clear. I help by completing sentences when the intended direction is clear.

12. A decision you've made is being questioned. What is your initial public reaction?

I make it clear that the decision has already been made. I explain my basis and ask which point is unclear or disputed. I offer to review the decision again in full. I see that as a lack of trust in my work.

13. A person appears ashamed because they can't do something basic. What is your focus now?

I ease the situation, discuss learning needs, and work on the next small step. I avoid the topic of shame and explain the issue objectively. I significantly lower the requirements so the person doesn't feel bad. I encourage the person to put in more effort.

14. You observe that someone in a group is being repeatedly overlooked. What do you do?

I address dominant individuals directly and clearly in front of the group. I ask the person later one-on-one whether they would like support. I actively create space for the person to be heard and, if needed, address the pattern in an appreciative way. I do not intervene as long as the person does not speak up themselves.

15. A problem repeats itself even though you have explained it several times. What do you check first?

I consider whether the person is suitable for the task. I check whether my explanation, the materials, or the process need to be adjusted. I check whether the person is fulfilling their part adequately. I set a clear boundary because constantly recurring problems cannot go on indefinitely.

16. A person raises their voice in the conversation without any clear reason apparent to you. What do you do?

I also speak firmly so it's clear that I will not be intimidated. I let the person speak for now so that the pressure subsides. I end the conversation immediately because raising one's voice is not acceptable. I state the boundary and offer to continue the discussion in a calm, factual way.

17. You receive praise for a result in which others were significantly involved. What do you do?

I accept the praise because I bore responsibility for the outcome. I immediately downplay the praise because it was not solely my achievement. I accept the praise and specifically name the contributions of others. I thank them and pass the praise on internally later.

18. A new female colleague makes a mistake that becomes publicly visible. What do you do?

I let them resolve the mistake themselves so they can learn from it. I discreetly support the correction and calmly discuss the learning point later. I inform management because errors need to be made visible early. I correct the mistake immediately and visibly so that no harm occurs.

19. A person tells you about personal stresses that go beyond your professional role. What do you do?

I listen, acknowledge the situation, and refer them to appropriate support. I share my own experiences if they might help. I take the time because trust is more important than boundaries of responsibility. I politely stop the conversation because it is not part of my role.

20. In a meeting, an idea you actually like is being dismissed. What do you do?

I say nothing because good ideas usually prevail on their own. I speak to the person after the meeting to avoid creating an open conflict. I support the idea later when the atmosphere is more favorable. I objectively restate the idea and ask for verifiable objections.

21. Someone asks for a shortcut that is not formally allowed. What is your stance?

I help pragmatically if no one is harmed as a result. I look for a permissible way without bypassing the rules. I decide depending on the person, their history, and the effort involved. I refuse and explain that rules apply to everyone.

22. You realize that you have prematurely labeled someone in your mind. What do you do?

I consciously correct my assumption and look for concrete observations instead of labels. I ignore the thought because internal judgments are normal. I continue to observe the person to check whether my impression is correct. I stick to my impression if it is based on experience.

23. A colleague asks for honest feedback on how she handled a difficult situation. What do you do?

I avoid giving clear feedback if it is not strictly necessary. I clearly say what went wrong so that it doesn't happen again. I phrase things very carefully so that the relationship isn't strained. I describe my concrete view of the impact and a possible alternative.

24. You are to evaluate a person you like, but whose performance was weak. What do you do?

I take the difficult circumstances more into account because performance never occurs in isolation. I prefer to leave the evaluation to someone else. I separate relationship and performance and justify the assessment based on observable criteria. I phrase things kindly so that the person isn't unnecessarily burdened.

25. Which steps do you consider part of a professional de-escalation? Choose up to three answers.

Multiple answers possible.

Slow things down and remain calm. State boundaries clearly and respectfully. Make it immediately clear who is responsible. End the situation as quickly as possible. Offer a concrete next step.

26. Which points are particularly important to you in fair feedback? Choose up to three answers.

Multiple answers possible.

Specific observations instead of blanket judgments. Openly acknowledge one's own uncertainty when it exists. Clearly say what was wrong. Phrase feedback gently so that it doesn't hurt. Offer a realistic next course of action.

27. I can accept criticism without immediately taking it as a personal attack.

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28. When under time pressure, my tone becomes sharper more quickly.

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29. I set boundaries without belittling others.

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30. When something goes wrong, I first look for faults in others.

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