Teamwork Foundations

Quiz 1

1. Why should you embrace imperfections in others?

• Imperfections build team spirit.
• Imperfections are inevitable, but give people a chance to excel.
• Imperfections can bring education and experience.
• Imperfections give you grounds for dismissal.

2. Why is there a paradox in teamwork?

• Teams are too large.
• Teams are both necessary and awkward.
• Virtual working reduces the amount of teamwork.
• Teams suppress individual efforts.

Quiz 2

1. What should you do to help the leader with vision?

• Point out deficiencies in the current objectives.
• Form a coalition with other team members
• Ask the leader to clarify the long-term goals.
• Demand that the team leader issue a vision statement.

2. Why is it important to have a vision for success?

• all of these answers.
• so each team member can determine how they’ll contribute to team success
• so each team member can help refine or clarify the vision
• to help establish a sense of purpose

3. Which kind of person can work effectively through repetitive tasks?

• a visionary
• an organizer
• a thinker
• a stayer

4. Bob’s main skills relate to blue-sky, creative thinking. In which phase of a project are these types of skills most useful?

• action
• briefing
• direction setting
• finishing

5. Pedro spots several problems with his team’s current plan of action. How should Pedro proceed?

• by writing a letter
• by analyzing the system until he is completely sure
• by keeping quiet
• by alerting the team

Quiz 3

1. In Fred’s team, many individuals seem to be simply going along with the plans because they are either comfortable or lazy. How can Fred improve the situation?

• by deposing the team leader
• by suggesting that the team disband
• by suggesting that someone become deliberately critical of the plan
• by leaving the team

2. Doris is completely arrogant and immune to criticism. Which of the bad behaviors is she exhibiting?

• dishonesty
• aggressiveness
• unreliability
• selfishness

3. If you have to deal with an individual that you find annoying, how can you improve the situation?

• Confront the individual.
• Get the individual dismissed from the team.
• Avoid all interaction with the individual.
• Consider the strengths of the individual.

4. When managing your team, how should you decide on the best size?

• Keep the team as small as possible.
• Add as many team members as are willing to join.
• Allow team members to come and go.
• Subdivide the team.

5. How should you best view conflicts when they arise?

• as a fault in leadership
• as structural, not personal matters
• as a problem with individual personalities
• as a problem with the project itself

Quiz 4

1. Edvina tends to hide many of her personal characteristics and beliefs because of timidity. What does this evoke in her teammates?

• diminished trust
• increased interaction
• fear
• respect

2. How can Emily learn more about her blind spot?

• through confidence exercises
• by using the Johari diagram
• though self-examination
• by asking for feedback

3. Maria has trouble moving on from slights that her teammates commit. How can she get past the indiscretions and forgive?

• through retribution
• through calmness and meditation
• by discussing with her team and exposing the errors
• by recognizing that they are not personal attacks

4. Holding onto emotional baggage or things that irritate you about your team is actually productive, because it keeps you on your toes and aware of what’s really going on.

• FALSE
• TRUE

Quiz 5

1. Why might listening be difficult for you?

• You have to imagine what the intentions of the speaker are.
• Your own thoughts can outpace the other person’s speech.
• Speakers are sometimes too fast with their thoughts.
• Most speakers are sloppy in their delivery.

2. What are the keys to reliability?

• organization and documentation
• faithfulness and devotion
• persistence and commitment
• determination and facilitation

3. If Alfred is prone to negative thinking, how can he attempt to avoid it?

• by analyzing himself in a Johari diagram
• by taking action against those who confront him
• by making it a game and asking others to help
• by discussing negative thoughts with the team

4. How can you encourage your team to maintain a collective, positive attitude?

• Get others to point it out if you do say anything negative.
• all of these answers
• Make it a game to never say anything negative, even in the most testing situations.
• Ask them to monitor themselves to make sure that they remain positive, or at least not show if they’re feeling pessimistic.

Quiz 6

1. Once you know your strengths, it’s your duty as a great team member to use them, and volunteer for things that you can contribute towards.

• FALSE
• TRUE

FINAL EXAM

1. Why is it important to help quiet people talk more?

• They will incite conflict otherwise.
• They deserve respect.
• They are often the deep thinkers.
• They might quit the team if neglected.

2. The two most important jobs of a team leader is to select the right mix of people and _.

• ask the boss to dictate what the team vision should be
• all of these answers
• have a vision that the team can achieve together
• let the team figure out how to maneuver themselves

3. Team member Mary always feels isolated and undervalued in her team participation. What is likely missing from her team experience?

• a visionary
• an inspirational message
• a sense of community
• a strong leader

4. A great way to encourage quieter team members to contribute is with the Questioning Funnel: _.

• start with open questions and finished with closed questions
• start with closed questions and finished with open questions
• start and end with open questions
• start and end with closed questions

5. Bob is naturally talkative. His coworker Sharon suggests that he should try to restrain himself. What is a reasonable solution?

• Bob should let Sharon speak.
• Bob should embrace his natural skills.
• Bob should try to restrain his talking time to 80 percent of the conversation.
• Bob should try to restrain his talking time to 10 percent of the conversation.

6. If you find yourself on a team in which your preferred roles have already been filled, what should you do?

• Look for gaps.
• Resign from the company.
• Compete to fill the position that you want.
• Reorganize the team.

7. Flexibility of _ is a useful feature in a team player.

• interest
• attitude
• role
• timing

8. Alfred is unsure of his strengths and capabilities. Which action should Alfred take?

• Volunteer for any job.
• Go back to school.
• Ask his teammates for feedback.
• Look for a partner.

9. What might be an appropriate way to handle someone on a team who is more dominant in their nature?

• Allow the conflict to unfold between that person and other team members naturally.
• Acknowledge their contribution, and then encourage others on the team to contribute their own opinions and suggestions.
• all of these answers
• Avoid them.

10. All of the following are destructive team behaviors, except: _.

• negative attitude about a situation or other team members
• communication: speaking up when you disagree with the plan
• unreliability: not doing things you’ve agreed to
• selfishness: putting oneself before the team to the detriment of the team

11. How can you best evaluate your performance as a team member?

• by scoring your compensation, satisfaction, and comfort
• by getting feedback from your boss
• by comparing yourself to other team members
• by scoring your job requirements, performance, and comfort

12. Managing weaknesses involves a few strategies. Which strategy generates the most long-term improvement?

• external help
• avoidance
• self-development
• delegation

13. What are the three actions that can enhance your niceness?

• congratulating, helping, and joining
• thanking, complimenting, and helping
• critiquing, analyzing, and assisting
• complimenting, advising, and trusting

14. A good team member is someone who _.

• is a bit aggressive under pressure
• exhibits emotional stability
• keeps all tasks and lists in their head