Module 3: Pre-Class Quiz Questions Flashcards
Considering “The candle problem”, when do “if-then” rewards lead to WORSE performance?
Select one:
a. When tasks require creative thinking.
b. When tasks are calculated with algorithms.
c. When tasks are straightforward.
d. When tasks ask ridiculous riddles about candles and thumbtacks.
e. When tasks have a clear solution.
a. When tasks require creative thinking.
What was the outcome of the experiment “The candle problem”?
a. The group with an intrinsic incentive was the quickest to solve the problem.
b. There is no significant difference between the two observed participant groups.
c. Only a third of participants managed to solve the problem – shocking finding considering how easy the task was.
d. The group with the financial incentive was the quickest to solve the problem.
a. The group with an intrinsic incentive was the quickest to solve the problem.
Select elements that, according to Dan Pink, are important for intrinsic motivation?
a. The desire to get better at your work.
b. Having shared projects within a team.
c. Feeling a close relationship with colleagues.
d. Ability to control what you do, when and who with.
e. Feeling admired and respected for our achievements.
f. Doing work that is personally meaningful.
a. The desire to get better at your work.
d. Ability to control what you do, when and who with.
f. Doing work that is personally meaningful.
A manager has noticed that one of her top performers has lost his usual motivation. He has been on the team for three years already, doing the same daily tasks. Which of the below situations could increase his intrinsic motivation?
a. The manager should offer him an opportunity to attend a new training program of his choice.
b. The manager should give him candlesticks and thumbtacks and ask him to create riddles.
c. The manager should talk to her employee and find out what’s happening in his life. Their strong relationship is the foundation of strong work performance.
d. The manager should offer him pay tied to performance. This will help him see that his work is highly valued.
a. The manager should offer him an opportunity to attend a new training program of his choice.
Which of these situations is at risk of decreasing overall motivation from the overjustification effect?
a. A unionized workplace secures a pay raise across all employees.
b. A charity arranges for a thank-you event to recognize their volunteers. At this event, people who have been helped by the charity will say their personal thanks and explain what the organization means to them.
c. The salespeople at an organization are paid on commission, meaning they get paid more when they sell more. This organization decides to boost the premium paid to high performers even more than it was before.
d. People who donated blood voluntarily are now offered small sums of money to thank them for doing such a good deed.
e. You really enjoy walking. You recently bought a fitbit (a device that measures physical activity) to start competing against your friends for who does the most daily steps.
d. People who donated blood voluntarily are now offered small sums of money to thank them for doing such a good deed.
e. You really enjoy walking. You recently bought a fitbit (a device that measures physical activity) to start competing against your friends for who does the most daily steps.
In the popular free language-learning app Duolingo, users receive an award - a badge - every time they complete a level. What long term impact will the badges have on most users’ motivation?
a. The badges will increase users’ intrinsic motivation to keep on learning.
b. The badges will have no influence on intrinsic motivation, those who want to learn the language focus on the learning rather than on collecting badges.
c. The badges will increase users’ overall motivation by combining both together.
d. The badges are likely to reduce users’ intrinsic motivation to learn a new language.
e. The badges will increase extrinsic motivation so much that intrinsic motivation is unlikely to matter.
d. The badges are likely to reduce users’ intrinsic motivation to learn a new language.
According to the reading and Dank Pink’s video, select all features that are true for extrinsic motivation:
a. Avoiding punishment is a form of extrinsic motivation.
b. Extrinsic motivation tends to work better than intrinsic motivation.
c. Extrinsic motivation works best when individuals don’t have much money.
d. Extrinsic motivation comes from influences outside the individual.
e. Most common work situations are appropriate for extrinsic motivation.
a. Avoiding punishment is a form of extrinsic motivation.
d. Extrinsic motivation comes from influences outside the individual.
Select all examples of intrinsic motivation:
a. Join a workshop to build better relationships with your colleagues.
b. Volunteer at food bank to help families in need.
c. Help a new colleague with her tasks as this year you want to win the “Best colleague” reward.
d. Start a new project at work to develop new skills.
e. Start a new project at work to improve your annual evaluation.
f. Volunteer at food bank to get an additional day off from work.
g. Join a workshop on your boss’ favourite topic so your boss will think of you more positively.
a. Join a workshop to build better relationships with your colleagues.
b. Volunteer at food bank to help families in need.
d. Start a new project at work to develop new skills.
You would like your employee to take up additional project that you are sure would be a great learning opportunity for him, however, the employee seems to be reluctant to take up something new. Considering Robert Cialdini’s principles of persuasion, please match each principle of persuasion with the example of what you could do to persuade your employee to take on a new project.
(a) Consistency
(b) Authority
(c) Scarcity
i. Remind your employee that when he was hired, he’d promised that he would join projects that would stretch his skills.
ii. Ask your colleague, who is the head of this new project’s department, to talk to your employee about this project’s importance.
iii. Explain how rarely this type of project comes available. If your employee turns it down, another opportunity like this won’t happen again for a long time.
(a) Consistency
i. Remind your employee that when he was hired, he’d promised that he would join projects that would stretch his skills.
(b) Authority
ii. Ask your colleague, who is the head of this new project’s department, to talk to your employee about this project’s importance.
(c) Scarcity
iii. Explain how rarely this type of project comes available. If your employee turns it down, another opportunity like this won’t happen again for a long time.
How is your ability to influence others affected by power and status?
(a) A person with high status but low power.
(b) A person with high power but low status.
(a) A person with high status but low power.
Others tend to accept their influence because they see this person as dominant and warm.
(b) A person with high power but low status.
Others push back against the influence because they see this person as difficult, coercive and self-serving.
Match the example to the term:
(a) Power
(b) Recognition
i. She’s my boss.
ii. She always gets things done.
(a) Power
i. She’s my boss.
(b) Recognition
ii. She always gets things done.
A manager would like to increase her employees’ motivation to reach their yearly goals. Considering Robert Cialdini’s principles of persuasion, which of the strategies would she choose to influence their behaviour?
a. Ask each employee to come up with their own goal and share them with the rest of the team.
b. Set the goal together with each employee and ask them to write it down.
c. Set a goal for each employee as the manager knows better what needs to be done and who is best at doing what.
d. Ask each employee to set up their own goal. This should be kept between the employee and the manager.
a. Ask each employee to come up with their own goal and share them with the rest of the team.
b. Set the goal together with each employee and ask them to write it down.
Some individuals are subjected to stereotypes about more than one underrepresented group. E.g. black women, gay men with physical disabilities, Asian men from low socio-economic backgrounds. Grant calls this the double jeopardy of double minority status. Why does this matter for influence tactics?
a. It’s harder for double-minority members to earn status.
b. Double-minority members can establish power but not status.
c. Double-minority members have to adapt different influence tactics.
d. It is risky for double-minority members to adapt influence tactics as once the tactics are revealed minority members were penalized more harshly.
a. It’s harder for double-minority members to earn status.
Which of the following will help you earn idiosyncracy credits?
a. Agree to your manager’s ideas.
b. Complete projects on time and under budget.
c. Fulfill promises.
d. Other people praise your work.
e. Speak up strongly in favour of your ideas.
f. Take your colleagues out for drinks.
g. Deliver strong work.
b. Complete projects on time and under budget.
c. Fulfill promises.
g. Deliver strong work.
Choose all four of the reasons why the Sarick effect works, as described by Grant.
a. It makes you more critical.
b. It makes it harder for the audience to think of their own downsides.
c. It makes you sound smart.
d. It disarms the audience.
e. It helps to break the ice.
f. It makes you seem collaborative.
g. It engages the audience into discussion.
h. It makes you more trustworthy.
b. It makes it harder for the audience to think of their own downsides.
c. It makes you sound smart.
d. It disarms the audience.
h. It makes you more trustworthy.
According to the Feser reading on The Science of Influence, leaders should always try to gain commitment from their followers. Is this true or false?
False.
“If you take part in this project, I will support your request to…”. According to the Edmonds article, which influence tactic does this refer to?
a. Pressure
b. Exchange
c. Rational persuasion
d. Coalition tactics
b. Exchange
“I know you are very busy, and I greatly appreciate your daily hard work, but as you are the best in delivering presentations here, I do not know who else to turn to. Your presentations are always so well structured and engaging, there is no one else who could do better job than you”. According to the Edmonds article, which influence tactic does this refer to?
a. Ingratiation
b. Consultation
c. Personal appeals
d. Inspirational appeals
a. Ingratiation
Considering the Edmonds article, please select all sources of power that are linked to an individual’s position in an organization.
a. Having the right to punish others.
b. Having a reputation as an expert.
c. Having access to information.
d. Having the right to leave the organization.
e. Having the right to reward others.
f. Being in charge of organizational resources.
g. Having a right to express your opinion on organizational policy.
a. Having the right to punish others.
b. Having a reputation as an expert.
c. Having access to information.
f. Being in charge of organizational resources.
According to the Edmonds article, which is NOT true about activities of organizational politics?
a. Their goal is to acquire, maintain and increase power.
b. They are outside the formal organizational structure.
c. They are undertaken in organizations.
d. They are in line with organizational policies.
d. They are in line with organizational policies.
Considering the Edmonds article, please select all sources of power that are linked to an individual’s personal characteristics.
a. Being strict but fair.
b. The ability to decrease uncertainty felt by others.
c. Having the right to structure the relationships of others.
d. Having a reputation as an expert.
e. Having access to information.
f. The ability to create a vision.
g. Having charismatic appeal to others.
b. The ability to decrease uncertainty felt by others.
d. Having a reputation as an expert.
f. The ability to create a vision.
g. Having charismatic appeal to others.
According to the Feser reading, soft influence tactics work best in which kind of situations? (Check as many as apply).
a. Situations where you need widespread commitment across the organization.
b. Situations in which there is a need for urgent action.
c. Situations characterized by a lot of ambiguity and uncertainty.
d. Situations in which the leader is a clear expert.
e. Situations in which tasks are complex.
a. Situations where you need widespread commitment across the organization.
c. Situations characterized by a lot of ambiguity and uncertainty.
e. Situations in which tasks are complex.
Which of these is NOT one of the nudge dimensions presented in the reading “A Practitioner’s Guide to Nudging”?
a. Whether a nudge helps people to stick to their prior decisions vs making a good choice.
b. Whether a nudge strategy motivates people using rewards for changed behaviours vs penalizing them for poor choices.
c. Whether an individual decides to adopt the nudge, vs someone else deciding to impose it on them.
d. Whether the nudge helps individuals do something good vs avoid something bad.
e. Whether people actively think about the decision vs adopt it without thinking.
b. Whether a nudge strategy motivates people using rewards for changed behaviours vs penalizing them for poor choices.
One type of a nudge is self-ban policies in casinos. These are arrangements that allow gamblers to exclude themselves from re-entering the casinos. According to the four nudge dimensions reviewed in the reading, how would you characterize this nudge? (Select all that apply)
a. Discouraging
b. Mindful
c. Activating a desired behaviour
d. Self-imposed
e. Encouraging
f. Mindless
g. Punishing
h. Rewarding
i. Externally-imposed
j. Boosting self-control
a. Discouraging
b. Mindful
d. Self-imposed
j. Boosting self-control
