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答：我被提拔管理一个新的部门。那个部门有一位职员一开始就对我很反感。很快我知道了原因：她的好朋友刚刚从我现在做的职位离开。我当面与她谈这件事；我解释说我也曾让友谊面临考验，因为我与一位朋友工作交往过于密切，我们俩甚至花业余时间谈工作。谈话过后几周，她承认她没有想过与私人朋友工作交往过密潜在的后果。
从那以能，我们把工作关系处理得很恰当。谈这样的问题要说得简练，重点谈你采取的措施和取得的成果，要坦率，为何这样的问题对你来说难以应付？如何保持客观并具有专业水准？
Q：Tell me about the most difficult problem you've ever dealt with。
A：I was promoted to manage a new department。A coworker in that group resented me from the beginning。I soon learned that her best friend had been turned down for the position。I actually confronted her about it；I explained that I had once put a friendship to the test because Id worked too closely with someone and we found that we spent our leisure time talking about work。A few weeks after our talk；she admitted that shed never thought about the potential results of working too closely with a personal friend。Our working relationship was fine after that。
问：描述你对问题的处理不满意的一次经历。
答：我想起因为我们曾因没有迅速答复顾客而令他失望。假期中我们的生产能力满足不了客户提出的发送全部定货的要求。最后那位客户要求打折。我觉得我方应该先提出给予折扣，不应等顾客提出。如果我方先提出的话，这件事处理得会好一些。
这个问题集中在应试者的素质水平上。描述你从一个处理不好的问题中看到长期隐患的情形。你有没有采取措施来处理这个问题？
Q：Describe a time when a problem wasnt resolved to your satisfaction。
A：I thought once that wed let a customer down by not responding quickly enough to resolve a problem；our production capacity wasnt sufficient to deliver the customers plete order during the holiday season。That customer ended up asking for a discount；and I thought we should have offered the discount first；without waiting to be asked。The sense of goodwill would have been stronger。
问：谈谈你在没有规则及先例可循的情况下处理问题的经历。
答：我所担任的职务是最近才设置的。我用了一周时间弄清楚创设这个职位的原由。惟有这样，为该工作设立优先权的方法才能更清楚。
没有指导的情况下你能处理问题吗？描述你解决问题的过程，尤其是你采取的步骤和在特定尝试环境下使用的方法。表现出你面对挑战的信心和意志。
Q：Tell me about a time when there was no rule or precedent to help you attack a problem。
A：I was the first employee in a newly created position。I spent the first week developing an understanding of the history that had led to creation of the position。Only then did a method for setting priorities on the job bee clear。
第四部分（16～20问）
韦鲁基
问：什么情况下你对作出抉择感到困难？
答：我特别不太擅长解说调查数据，我尽量与调查人员和图书管理员沟通，我需要他们的帮助，而我也在公司副总面前郑重地感谢他们。我们确实是同一个团队的，而且我很谨慎，并没有把公司在太平洋地区出版工业报告归功于自己？
一定要坦诚，什么样的情况会令你难以处理？你会召集哪些人，收集哪些材料来帮助自己作出抉择？
Q：When do you have difficulty making choices？
A：Im not particularly good at interpreting survey data。Ive really worked to get to know our research staff and librarians。I rely on them and am careful to thank them formally in front of my vice president。Were definitely a team；and I'm careful not to take credit for our industry reports；which we publish for the Pacific region of our firm。
问：描述一次机遇，这次机遇让你觉得承担的风险比所得的回报要高。
答：有一次，我们有机会从一家解散了的公司手中购买廉价运输设备。尽管我们知道五年后要对分布的设备进行大检修，但我觉得花钱购买一些五年中闲置的设备不切实际。
如果市场情报能预示在最近两年内有新的廉价商品的话，我会抓住机会的。面试官想看到应试者乐于承担理性的风险而不是干蠢事。举例说明你作出反对某项计划或抉择的理由？如何使结果比原计划处理得更好？
Q：Describe an opportunity in which you felt the risks far outweighed the rewards。
A：At one point we had an opportunity to purchase conveyor equipment at thirty cents on the dollar from a pany that had dissolved。Although we anticipated an overhaul of our distribution facility five years down the road；I felt it was
too far into the future to spend money only to have idle capacity for a fiveyear period。If market conditions had shown more promise for new sales in the initial twoyear period；I would have gone ahead with it。
问：告诉我一个曾令你对自己的表现感到失望的项目。
答：我以前在一家制造业公司工作时，必须对所有供应商的开价（发盘）作出分析，然后把建议提交给后勤部副部长。由于供应商开价并不统一，我的分析报告通常要对不同的项目作比较，这就令报告显得有点混乱，直到我把报告重新整理并提交给副部长时，我们已经错过了对价格进行审批的关键时刻。事后回想起来，我想我本该采取简单的方法解决问题，而不是把所有的东西都放在一起考虑，把问题复杂化。自那以后，我更加注意及时地提出建议。
描述你工作中遇到的一些阻碍，以及你是怎样尽力去克服它们的。你的技能起到怎样的作用？事后回想起来，你当时该采取什么不同的做法？吸取了什么样的教训？
Q：Tell me about a project in which you were disappointed with your personal performance。
A：In my last job for a manufacturing pany； I had to analyze all of the supplier bids and present remendations to the vice president of logistics。 Because the supplier bids werent in a uniform format； my analysis often consisted of paring dissimilar items。 This caused some confusion in my final report； and by the time Id reworked it and presented it to the ice president； we'd lost the critical time we needed to improve our approval process for these bids。 In hindsight I should have taken a simpler approach to the problem and not tried to make it so plex or all inclusive。 Ever since； Ive paid more attention to making remendations in a timely manner。
问：请举例说明有一次你被要求完成一项任务，但却没有得到足够的资料，你怎样解决这种问题？ 答：在上一次实习期间，我的上司—— 一个主管账目的行政人员，叫我收集好500份宣传稿去邮寄。我不是很确定宣传稿的次序和该往哪里寄，而我的上司已经出去与客户会面了。我担心把资料堆在一块会把次序弄乱，于是想方设法找到她的移动电话。
在电话里她向我详细说明了资料的次序。最后，我设法避免了有可能花费更多的工作时间，并且可能耽搁邮寄时间的错误，更别提一些令人头痛的事情。
虽然这个例子听似很琐碎，但却证明了应聘者的成�