Construction project environments are shaped by uncertainty and complexity; therefore, conflict situations that lead to time and cost overruns are rather frequent. However, no empirical studies conducted so far have analyzed conflict management performances of individuals on a context-dependent basis. This paper proposes a performance assessment methodology for conflict management that integrates two different approaches from other disciplines: hypothetical situations and competency theory. The approach analyzes managers' performances in the exact same conflict cases through an after-scenario questionnaire based on their preferences toward candidate management scenarios, each of which reflects one of the required competencies for effective conflict management. Considering the context-dependent characteristics of the conflict phenomenon, the implementation of the methodology within this paper's context is confined to the construction industry. The methodology was implemented among 82 construction project managers through an after-scenario questionnaire, and three random participants' conflict management performances were analyzed. Based on a novel construction conflict management performance assessment methodology, this research can offer two contributions to the body of construction conflict management knowledge. First, it has revealed the lack of a generic hierarchy in terms of the competencies required. Second, the results confirmed that construction managers' conflict management performances may vary despite identical years of experience and managerial positions held.