Module 3: Pre-Class Quiz Questions Flashcards

You may prefer our related Brainscape-certified flashcards:
1
Q

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

a. When tasks require creative thinking.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

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

a. The group with an intrinsic incentive was the quickest to solve the problem.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

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

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

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

a. The manager should offer him an opportunity to attend a new training program of his choice.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

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.

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

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.

A

d. The badges are likely to reduce users’ intrinsic motivation to learn a new language.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

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

a. Avoiding punishment is a form of extrinsic motivation.

d. Extrinsic motivation comes from influences outside the individual.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

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

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

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

(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 well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

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) 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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Match the example to the term:

(a) Power
(b) Recognition

i. She’s my boss.
ii. She always gets things done.

A

(a) Power
i. She’s my boss.

(b) Recognition
ii. She always gets things done.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

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

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

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

a. It’s harder for double-minority members to earn status.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

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.

A

b. Complete projects on time and under budget.
c. Fulfill promises.
g. Deliver strong work.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

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.

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

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?

A

False.

17
Q

“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

A

b. Exchange

18
Q

“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

a. Ingratiation

19
Q

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

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.

20
Q

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.

A

d. They are in line with organizational policies.

21
Q

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.

A

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.

22
Q

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

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.

23
Q

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.

A

b. Whether a nudge strategy motivates people using rewards for changed behaviours vs penalizing them for poor choices.

24
Q

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

a. Discouraging
b. Mindful
d. Self-imposed
j. Boosting self-control

25
Q

You’re creating a nudge that encourages online grocery shoppers to buy healthier food. Which of these are examples of experimenting and iterating? (Select all that apply)

a. Prioritize a nudge that affects shoppers at the very end of their shopping process over one that happens at the very beginning.
b. Create a list of possible levers that you could use to change peoples’ behaviour.
c. Prioritize a nudge that affects shoppers at the very beginning of their shopping process over one that happens at the very end.
d. Measure change in users’ behaviour over time.
e. At the beginning, keep a ‘control group’ who doesn’t experience the nudge. Compare your nudge group’s results against this control group to see if your nudge is working.
f. Experiment with different terms when adopting an automatic enrolment nudge, because one set of terms is unlikely to suit everyone.
g. Prioritize nudges that use fewer resources (time, money, staff hours, facilities) to operate over time.
h. Evaluate why users changed their behaviour. For example, interview selected users to ask what they were thinking throughout the process.
i. Consult the context map to better understand how shoppers buy their online groceries.
j. Measure whether the nudge influences some demographic groups more than others, and what impact that has. For example, measure the nudge’s effectiveness across age, gender or race.
k. Decide exactly what outcome the nudge is supposed to achieve. For example, are you trying to increase the $$ value of vegetables being purchase, or their weight? Alternatively, are you trying to decrease the number of unhealthy foods being purchased, such as soda pop or cookies?

A

c. Prioritize a nudge that affects shoppers at the very beginning of their shopping process over one that happens at the very end.
d. Measure change in users’ behaviour over time.
e. At the beginning, keep a ‘control group’ who doesn’t experience the nudge. Compare your nudge group’s results against this control group to see if your nudge is working.
f. Experiment with different terms when adopting an automatic enrolment nudge, because one set of terms is unlikely to suit everyone.
g. Prioritize nudges that use fewer resources (time, money, staff hours, facilities) to operate over time.
h. Evaluate why users changed their behaviour. For example, interview selected users to ask what they were thinking throughout the process.
j. Measure whether the nudge influences some demographic groups more than others, and what impact that has. For example, measure the nudge’s effectiveness across age, gender or race.

26
Q

What’s the first step in the nudge development process?

a. Mapping the context, meaning you start by understanding how people make this type of decision, and what inputs influence that decision.
b. Selecting the nudge, meaning you start by choosing which nudge to apply.
c. Experiment and iterate, meaning you plan to try one nudge for a period of time, and then adjust to try again.
d. Identifying suitable levers for nudging, meaning you identify which nudges might fit the situation.

A

a. Mapping the context, meaning you start by understanding how people make this type of decision, and what inputs influence that decision.

27
Q

According to “A Practitioner’s Guide to Nudging”, what could cause bottlenecks in the decision-making process? Please select all that apply.

a. Individuals’ tendency to avoid decision-making.
b. Individuals’ tendency to care more about gains than losses.
c. Individuals’ tendency to prefer change over the status quo.
d. Individual’s tendency to use easily accessible information to make a decision rather than a comprehensive evaluation of all available options.
e. Individuals’ tendency to conform to the same behaviour as their peers.
f. Individual’s tendency to trust information that confirms their opinions, and dismiss information that questions their opinions.

A

d. Individual’s tendency to use easily accessible information to make a decision rather than a comprehensive evaluation of all available options.
e. Individuals’ tendency to conform to the same behaviour as their peers.
f. Individual’s tendency to trust information that confirms their opinions, and dismiss information that questions their opinions.

28
Q

Which of these examples are nudge strategies for decreasing the consumption of sugary drinks? (Select all that apply)

a. Placing a $10 tax on each sugary drink.
b. Introducing smaller default size of soft drink bottles.
c. Placing sugary drinks in harder-to-reach parts of the supermarket.
d. Adding a graphic warning on the bottles indicating that these are high-sugar products.
e. Decreasing the amount of sugar in the drinks.
f. Stopping the production of sugary drinks.

A

b. Introducing smaller default size of soft drink bottles.
c. Placing sugary drinks in harder-to-reach parts of the supermarket.
d. Adding a graphic warning on the bottles indicating that these are high-sugar products.

29
Q

You’re creating a nudge that encourages online grocery shoppers to buy healthier food. Which of these are examples of mapping the context? (Select all that apply)

a. Brainstorming a list of possible options for creating a nudge.
b. Randomizing which shoppers might receive a nudge, versus those who don’t.
c. Assessing how effective a nudge is by measuring its change compared to earlier shoppers.
d. Putting healthy foods on the front page of the grocery website to encourage shoppers to buy them.
e. Experimenting with a small nudge for a pilot group of shoppers before rolling it out to everyone.
f. Describing the number of clicks involved in the shopping process.
g. Recognizing whether this activity is usually done alone or with others.
h. Recognizing whether there are multiple people who offer input into the shopping process or recommend what to buy.
i. Explaining how people think at each stage of the process.
j. Identifying points in the process where people have different emotions.
k. Recognizing that people will often search multiple sites for deals and coupons.
l. Describing what time of day the shopping normally happens, and where the purchaser is when doing online grocery shopping.

A

f. Describing the number of clicks involved in the shopping process.
g. Recognizing whether this activity is usually done alone or with others.
h. Recognizing whether there are multiple people who offer input into the shopping process or recommend what to buy.
i. Explaining how people think at each stage of the process.
j. Identifying points in the process where people have different emotions.
k. Recognizing that people will often search multiple sites for deals and coupons.
l. Describing what time of day the shopping normally happens, and where the purchaser is when doing online grocery shopping.

30
Q

According to “A Practitioner’s Guide to Nudging”, what is a nudge?

a. A deliberate change in the way choices are presented in the environment that influences the decisions people make.
b. A feature in the environment that removes peoples’ option to make bad choices.
c. A good way to manipulate people.
d. A choice architect.
e. A significant change in economic outcomes or incentives, designed to change peoples’ decisions.

A

a. A deliberate change in the way choices are presented in the environment that influences the decisions people make.

31
Q

According to the Ibarra article, which is NOT one of the most effective ways to develop as an “adaptively authentic” leader?

a. Revising the “story” that you tell yourself about who you are and what you’re like.
b. Replicating behaviours that have worked for you in the past.
c. Setting goals for learning.
d. Observing and adopting behaviour and leadership elements from diverse role models.

A

b. Replicating behaviours that have worked for you in the past.

32
Q

According to the Ibarra article, which are true for so-called chameleons? Choose as many as apply.

a. Chameleons are willing to adapt to new situations without feeling fake.
b. Chameleons usually get their leadership style right the first time.
c. Chameleons are “true-to-selfers”.
d. Chameleons care about their public image.
e. Chameleons are overly honest.
f. Chameleons can be viewed as lacking a moral center.

A

a. Chameleons are willing to adapt to new situations without feeling fake.
d. Chameleons care about their public image.
f. Chameleons can be viewed as lacking a moral center.

33
Q

True or False: According to the Ibarra article, leaders should act first, and then reflect upon it, rather than acting only when it already “feels right”.

A

True.

34
Q

According to the Ibarra article, which of the following is good advice for leaders wanting to become “authentically adaptive”?

a. Always act in accordance with your values.
b. Set learning goals, not just performance goals.
c. Be completely open and transparent with your team about your thoughts and feelings.
d. All of the above.

A

b. Set learning goals, not just performance goals.

35
Q

Herminia Ibarra reviews situations in which leaders struggle with authenticity most often. Which of the following is NOT one of them?

a. When inexperienced leaders have to “sell” their ideas to diverse stakeholders with different priorities and values.
b. When leaders first assume a new role with increased visibility.
c. When leaders lead culturally diverse teams.
d. When leaders receive negative feedback in a new role.

A

c. When leaders lead culturally diverse teams.

36
Q

Considering the case study, what was the reason that Bob Knowlton left Photon Lab?

a. Clear signals from Dr. Jerrold that Bob’s work was substandard compared to Fester’s.
b. Bob’s team had lost trust in his leadership.
c. Lack of communication which led him to believe that his position as a team leader was in danger.
d. Bob couldn’t understand the ideas and work of his subordinates.

A

c. Lack of communication which led him to believe that his position as a team leader was in danger.