Strategies for Professional Growth Quiz 1: 16 October 2022, Set QPG3 (September 2022 term)

Read the case study, then answer the given subquestions that follow in about 200-300 words each.
CASE INCIDENT
Choosing Your Battles
There are situations in which too little conflict can be a problem. Some level of task conflict early in the process of formulating a solution can be an important stimulus to innovation. However, the conditions must be right for productive conflict. In particular, individuals must feel psychologically safe in bringing up issues for discussion. If people fear that what they say is going to be held against them, they may be reluctant to speak up or rock the boat. Experts suggest that effective conflicts have three key characteristics: they should (1) speak to what is possible, (2) be compelling, and (3) involve uncertainty.
So how should you “pick a fight?” First, ensure that the stakes are sufficient to actually warrant a disruption. Second, focus on the future, and on how to resolve the conflict rather than on whom to blame. Third, tie the conflict to fundamental values. Rather than concentrating on winning or losing, encourage both parties to see how successfully exploring and resolving the conflict will lead to optimal outcomes for all. If managed successfully, some degree of open disagreement can be an important way for companies to manage simmering and potentially destructive conflicts. Do these principles work in real organizations? The answer is yes.

How would you ensure sufficient discussion of contentious issues in a team? How can you bring unspoken conflicts into the open without making them worse?

Read the case study, then answer the given subquestions that follow in about 200-300 words each.
CASE INCIDENT
Choosing Your Battles
There are situations in which too little conflict can be a problem. Some level of task conflict early in the process of formulating a solution can be an important stimulus to innovation. However, the conditions must be right for productive conflict. In particular, individuals must feel psychologically safe in bringing up issues for discussion. If people fear that what they say is going to be held against them, they may be reluctant to speak up or rock the boat. Experts suggest that effective conflicts have three key characteristics: they should (1) speak to what is possible, (2) be compelling, and (3) involve uncertainty.
So how should you “pick a fight?” First, ensure that the stakes are sufficient to actually warrant a disruption. Second, focus on the future, and on how to resolve the conflict rather than on whom to blame. Third, tie the conflict to fundamental values. Rather than concentrating on winning or losing, encourage both parties to see how successfully exploring and resolving the conflict will lead to optimal outcomes for all. If managed successfully, some degree of open disagreement can be an important way for companies to manage simmering and potentially destructive conflicts. Do these principles work in real organizations? The answer is yes.

Can you think of situations in your own life in which silence has worsened a conflict between parties? What might have been done differently to ensure that open communication facilitated collaboration instead?

Read the case study, then answer the given subquestions that follow in about 200-300 words each.
CASE INCIDENT
Doing My Own Thing
Rita Lowe has worked for the same boss for 11 years. Over coffee one day, her friend Sara asked her, “What is it like to work for old Charlie?” Rita replied, “Oh, I guess it’s okay. He pretty much leaves me alone. I more or less do my own thing.” Then Sara said, “Well, you’ve been at that same job for 11 years. How are you doing in it? Does it look like you will ever be promoted? If you don’t mind me saying so, I can’t for the life of me see that what you do has anything to do with the operation.” Rita replied, “Well, first of all, I really don’t have any idea of how I am doing. Charlie never tells me, but I’ve always taken the attitude that no news is good news. As for what I do and how it contributes to the operation around here, Charlie mumbled something when I started the job about being important to the operation, but that was it. We really don’t communicate very well.”

Analyze Rita’s last statement: “We really don’t communicate very well.” What is the status of communication in this professional relationship?

Read the case study, then answer the given subquestions that follow in about 200-300 words each.
CASE INCIDENT
Doing My Own Thing
Rita Lowe has worked for the same boss for 11 years. Over coffee one day, her friend Sara asked her, “What is it like to work for old Charlie?” Rita replied, “Oh, I guess it’s okay. He pretty much leaves me alone. I more or less do my own thing.” Then Sara said, “Well, you’ve been at that same job for 11 years. How are you doing in it? Does it look like you will ever be promoted? If you don’t mind me saying so, I can’t for the life of me see that what you do has anything to do with the operation.” Rita replied, “Well, first of all, I really don’t have any idea of how I am doing. Charlie never tells me, but I’ve always taken the attitude that no news is good news. As for what I do and how it contributes to the operation around here, Charlie mumbled something when I started the job about being important to the operation, but that was it. We really don’t communicate very well.”

Give two examples of how the communication process can be improved and effective in this company. Discuss.

In October 2017, President Trump sought to deflect a news story reporting on links between his campaign and Russia by tweeting the following: “Who paid for it, Russia, the FBI or the Dems (or all)?” Trump attempted to diffuse the situation by:

Select the statement that describes a growth mindset:

What is a distinguishing feature of a team?

What issues must a manager/ leader address when considering the composition of the team?

As per Howard Gardner’s theory of multiple intelligences, intelligence includes:

Consider the following pairs:
1. Naturalistic Intelligence: Ability to recognize and understand the various patterns in nature 2. Spatial Intelligence: Capacity to perceive, understand and use visual information effectively 3. Intrapersonal Intelligence: Ability to understand others and social interactions 4. Interpersonal Intelligence: Ability to understand oneself and know one’s thoughts, emotions, feelings, motives and desires, and how these influence their behaviour.
Which of the pairs given above is/are correctly matched?

According to Nick Morgan, which of the following is/ are regarded as a “second conversation”?

Julian Treasure studies sound and advises businesses on how best to use it. He has given the acronym RASA, which is the Sanskrit word for "juice" or "essence." Which one of the following expanded forms of the following acronyms is correct?

In people possessing a talent or innate intelligence mindset, what logical conclusion(s) can actually damage their success?

Which of the following individuals is not showing resilience?

Consider the following pairs:
1. Inner communication: Unexpressed emotions, imagination 2. Non-verbal communication: Spoken word 3. Horizontal communication: Peers in the same team or across teams 4. Personal communication: Documents, Agreements, Reports, Emails, Messages
Which of the pairs given above is/are correctly matched?

Which of the following statements best describes Kaizen?

Which of the following is not a Belbin Team Role?

Sensitivity to issues related to the meaning of life, death, and other aspects of human conditions refers to

Hayat and Didem were key members of a project team headed by Murat. Hayat was technically competent and understood the project requirements very well, but lacked self-confidence. Didem, on the other hand, was very confident but lacked technical experience and expertise. As Murat was required to take over another project immediately, Hayat was selected as project leader, but Murat continued to devote 20% of his time to this project. After 6 to 7 weeks of taking charge, Hayat begins to feel that she requires some help with her leadership style as the project is getting behind schedule. Murat decides to coach her using a collaborative style. Which of the following is the most appropriate approach?

Shaifali, the manager of a bookstore, prefers to directly point out others' mistakes. Some employees see her communication style as aggressive. Which of the following can cause such a conflict?

Trivikram and Abhinandan were in a conflict. Trivikram claimed he would give up part of his interests if Abhinandan gave up part of his. This is an example of what type of conflict management style?

Asking "Could you give me an example of what you mean?" is an example of which of the following active listening skills?

Emotional intelligence is characterised by

Halime has worked very hard on developing an innovative new approach for carrying out a key project. This needs to be approved at a higher management level in the organization, but senior managers have so far given the idea no more than cursory attention. They have reluctantly agreed to Halime's request for a meeting to discuss this matter. But Halime has just found out that other agenda items have been subsequently included in that meeting, and so she is likely to get just 10 minutes to present her approach. She feels quite sure that senior managers don't feel inclined to change the existing methods, and are merely going through a ritual by making a short time allocation. She approaches you in an emotional and demoralized state. You have been her supervisor before. Though you work in a different part of the organization, she comes to you to be coached once in a while. What will you tell her?

Which of the following behavioural patterns would not be a good idea for building good interpersonal relationships at the workplace?

Being aware of and learning to manage one's own emotional triggers is a way of practising

The elements that are outside your control and that may concern or affect or interest you indirectly, such as war, pandemic, and economy; fall under

Consider the following statements regarding Emotional Intelligence:
1. Its presence increases the possibility of success in professional life only. 2. It has no relation to morality. 3. Its aim is to ensure increased influence on individuals or groups. 4. It concentrates on emotional aspects like intuition, conscience, perception, intention etc.
Which of the above statements is/are not correct?

Which of the following are not ‘information overload’ type barriers to communication?

Studies show that family physicians that listen well produce better outcomes. Listening improves diagnoses, helps doctors see the context of psychological and social issues affecting patient health, and may even help avoid a lawsuit. What advice would you give about listening?

Which of the following statement(s) is/are correct about virtual teams?

How can the principle of the beaver’s way be applied in a working condition?

The Gung Ho! approach focuses on:

Communication misunderstandings can happen due to: