Interpersonal and Communication Skills
CSAT · Decision Making and Interpersonal Skills
Introduction
Interpersonal and communication skills are part of the CSAT syllabus and are tested through short workplace or public-service situations. The right answers reflect active listening, respect, clarity and constructive feedback.
Key concepts
Core skills
| Skill | What it looks like |
|---|---|
| Active listening | Letting people finish, summarising what they said, asking clarifying questions |
| Empathy | Acknowledging feelings before solving the problem |
| Clarity | Simple language, examples, confirming understanding |
| Assertiveness | Stating your view respectfully, with reasons |
| Constructive feedback | Specific, about behaviour and impact, private, with a way forward |
| Conflict resolution | Focus on interests, not positions; find options for mutual gain |
| Teamwork | Fair credit, inclusion of quieter members, shared goals |
Communication in public service
Citizens often meet the government at moments of stress – a pending pension, a denied certificate. Courtesy, clear information and a concrete next step reduce conflict and build trust. Written confirmation (receipts, timelines) prevents misunderstandings.
Feedback model
Describe the situation, the behaviour and its impact, then agree on the next step. 'In yesterday's meeting (situation), you interrupted the speaker three times (behaviour), which meant we could not finish her point (impact). Could you note your questions and raise them at the end (next step)?'
- Listen → acknowledge → clarify → act
- Feedback: situation – behaviour – impact – next step
Solved examples
Example 1
In a meeting, a colleague keeps interrupting others.
What is the most effective response as the chairperson?
(a) Politely remind everyone of turn-taking and invite the interrupted speaker to finish (b) End the meeting (c) Ignore it (d) Interrupt the colleague angrily
- Firm but polite facilitation restores order without hostility.
Answer: (a) Politely remind everyone of turn-taking and invite the interrupted speaker to finish
Example 2
A citizen is angry because his application has been pending for months.
What is the best way to communicate?
(a) Ask him to put his complaint in writing and leave (b) Listen patiently, acknowledge the delay, check the status and give a clear timeline (c) Tell him to calm down first (d) Blame another section
- Active listening and a concrete next step defuse anger.
Answer: (b) Listen patiently, acknowledge the delay, check the status and give a clear timeline
Example 3
You need to give negative feedback to a team member on poor work.
Which approach is best?
(a) Be specific about the work, explain the impact and agree on improvements (b) Criticise the person's character (c) Avoid giving feedback (d) Send an angry email
- Focus on behaviour and improvement, not personality.
Answer: (a) Be specific about the work, explain the impact and agree on improvements
Example 4
Your team is from different linguistic backgrounds and miscommunication is common.
What would help most?
(a) Let everyone speak their own language (b) Communicate only through the leader (c) Avoid team meetings (d) Agree on a common working language and confirm key points in writing
- A shared language and written confirmation reduce misunderstandings.
Answer: (d) Agree on a common working language and confirm key points in writing
Example 5
A new member of your team is shy and does not speak in meetings.
What is the best way to involve her?
(a) Ignore her (b) Force her to present first (c) Invite her views on specific points and acknowledge her contributions (d) Ask others to speak for her
- Gentle, specific invitations build confidence.
Answer: (c) Invite her views on specific points and acknowledge her contributions
Example 6
You disagree with your superior's plan in a meeting.
What is the most appropriate way to express it?
(a) Openly mock the plan (b) Respectfully present your concerns with reasons and suggest an alternative (c) Remain silent and complain later (d) Refuse to work on the plan
- Respectful disagreement with reasons is professional.
Answer: (b) Respectfully present your concerns with reasons and suggest an alternative
Example 7
Villagers do not understand the technical terms used in a government notice.
What should the officer do?
(a) Tell them to consult a lawyer (b) Put up the notice and leave (c) Explain the notice in simple local language with examples (d) Repeat the technical terms louder
- Clear, simple communication serves the public.
Answer: (c) Explain the notice in simple local language with examples
Example 8
Two officers in your team want credit for the same successful project.
What is the fairest approach?
(a) Give no credit to anyone (b) Take the credit yourself (c) Give all credit to the senior one (d) Acknowledge each person's specific contribution openly
- Fair recognition builds trust and motivation.
Answer: (d) Acknowledge each person's specific contribution openly
- Prefer options that are private, respectful and specific.
- Reject options that are aggressive, avoidant or public humiliation.
- Prefer confirming understanding over guessing.
- Choosing silence to 'avoid conflict'.
- Choosing an aggressive reply to 'show authority'.
- Confusing empathy with agreeing to an improper request.
Practice set
Attempt all 10 questions (about 90 seconds each), then check the worked solutions below.
Q1. A colleague is visibly upset after a personal loss.
What is the most appropriate response?
(a) Ask for details of the loss (b) Ignore it to keep things professional (c) Remind them of deadlines (d) Express sympathy and offer support or flexibility at work
Q2. During a phone call, the line is poor and you are unsure you understood the instructions.
What should you do?
(a) Guess and proceed (b) Summarise the instructions back and confirm, or follow up by email (c) Ignore the instructions (d) Wait for the caller to call again
Q3. A member of the public speaks in a language you do not understand.
What is the best response?
(a) Refuse to help (b) Pretend to understand (c) Seek help from a colleague or interpreter who knows the language (d) Ask them to come back with someone
Q4. You are leading a team that missed an important deadline.
How should you communicate this to your superior?
(a) Hide the delay (b) Blame team members (c) Report the delay promptly, explain causes honestly and present a recovery plan (d) Wait until asked
Q5. A team member regularly takes credit for others' ideas in meetings.
What is the best way to address it?
(a) Speak to him privately about the behaviour and ensure ideas are recorded with names (b) Ignore it (c) Complain to everyone (d) Retaliate in the next meeting
Q6. In a negotiation with a community group, both sides are stuck on their positions.
What is the best approach?
(a) Give in completely (b) Walk out (c) Threaten them (d) Explore the underlying interests of both sides to find options
Q7. You have to explain a complex new policy to a large audience.
What is most effective?
(a) Use simple language, examples and visuals, and invite questions (b) Speak only to the front row (c) Read the full policy text aloud (d) Use as much jargon as possible
Q8. A subordinate makes a suggestion that you think will not work.
What is the best response?
(a) Laugh at it (b) Thank him, discuss the concerns, and encourage further ideas (c) Dismiss it immediately (d) Ignore him in future
Q9. You receive an email with an aggressive tone from another department.
What should you do?
(a) Reply calmly and factually, focusing on the issue (b) Forward it to everyone (c) Ignore the email (d) Reply in the same tone
Q10. A team is demotivated after a project was cancelled.
What should the leader do?
(a) Pretend nothing happened (b) Acknowledge the disappointment, highlight what was learned and set new goals (c) Cancel all future projects (d) Blame the team
Q1 – (d) Express sympathy and offer support or flexibility at work. Empathy and practical support are appropriate.
Q2 – (b) Summarise the instructions back and confirm, or follow up by email. Confirming prevents costly mistakes.
Q3 – (c) Seek help from a colleague or interpreter who knows the language. Finding an interpreter serves the person immediately.
Q4 – (c) Report the delay promptly, explain causes honestly and present a recovery plan. Prompt, honest reporting with a plan shows responsibility.
Q5 – (a) Speak to him privately about the behaviour and ensure ideas are recorded with names. Private feedback plus a fair recording system addresses the problem.
Q6 – (d) Explore the underlying interests of both sides to find options. Interest-based negotiation helps break deadlocks.
Q7 – (a) Use simple language, examples and visuals, and invite questions. Clarity and interaction aid understanding.
Q8 – (b) Thank him, discuss the concerns, and encourage further ideas. Encouraging initiative while discussing concerns keeps people engaged.
Q9 – (a) Reply calmly and factually, focusing on the issue. Calm, factual replies de-escalate.
Q10 – (b) Acknowledge the disappointment, highlight what was learned and set new goals. Acknowledgement and forward focus restore morale.
- Active listening
- Specific, private feedback
- Interests, not positions
- Confirm understanding
