Agile Leadership: Introduction to Change Coursera Quiz Answers

Get All Weeks Agile Leadership: Introduction to Change Coursera Quiz Answers

This is a foundational course in the Agile Leadership Specialization. By the end of this course, you will build an understanding of key agile leadership concepts. You will begin building a toolbox that will give you an ability to evaluate and create a baseline for yourself as an agile leader.

You will access your team’s readiness for change. You will also analyze to what degree an organization is agile, and evaluate its ability to respond to change triggers.

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Week 01: Agile Leadership: Introduction to Change Coursera Quiz Answers

Introduction to Change Module Review Answers

Q1. What is change?

  • Change is a process of being static
  • Change is the act of applying force
  • Change is a process of becoming different

Q2. Name four levels of change intensity.

  • significant
  • mild
  • extreme
  • minor
  • difficult
  • medium
  • moderate

Q3. True or False The main reason behind change acceleration in the last 30 years is the adoption of the Internet.

  • False
  • True

Q4. What are the three main features of transformation?

  • It is international, prolific, radical and it has no resemblance to the past
  • It is intentional, prolonged, radical, and it has no resemblance to the past
  • It is intentional, profound, radical, and it has no resemblance to the past

Q5. The main focus of this specialization is agile transformation. What is agile transformation?

  • It is a process of learning how to react to change.
  • It is a process of becoming mentally and emotionally resilient when dealing with change.
  • It is a process of learning agile project management.

Q6. Why did change management theories emerge?

  • To prevent changes in organization
  • To combat low change success rates and natural resistance to change.
  • To combat low change success rates and natural excitement for change.

Q7. What are the benefits of applying change management theories?

  • They tell us that consultants are the best resouce when dealing with organizational changes.
  • They offer training on change to management.
  • They give you a roadmap and tools for dealing with change resistance.

Q8. Why do people resist change?

  • Change activates prefrontal cortex, which is responsible for activating our fear system.
  • Change activates our seeking system, which makes us too happy.
  • Change activates a flight or flight response in the brain, which activates our fear system.

Q9. What are the two theories that explain change adoption and resistance?

  • Theory of Transition and Theory of Change
  • Theory of Adoption and Theory of Resistance
  • Theory of Adoption and Theory of Transition

Q10. What are the main stages of human response to change according to the theory of Transition?

  • Reflection, Reorientation, and Recommitment
  • Reconciliation, Reorientation, and Recommitment
  • Reconciliation, Reorientation, and Reconditioning

Agile Leader Module Review Answers

Q1. What are the three attributes of a traditional leader? (multiple choice – select all that apply)

  • Manages within a command-and-control framework.
  • Manages within a matrix framework.
  • Manages teams in a rigid way
  • Flexible mindset
  • Fixed mindset

Q2. A fixed mindset is…

  • A belief that a manager is always right.
  • A belief that a manager’s mindset is fixed.
  • A belief that people and organizations can not change.

Q3. What are the characteristics of a traditional leader (multiple choice, select all of the answers that apply)?

  • Predictable
  • Sees herself as an expert
  • Risk aversion
  • Fixed mindset
  • Adaptable in her approach to problem-solving
  • Relies on individuals vs. teams
  • Flexible mindset
  • Uncomfortable with change
  • Closed to other’s input
  • Comfortable with change
  • Directs others
  • Ability to tolerate risk
  • Servant leadership
  • Command and control management style

Q4. True or False? We know that the agile approach is good, and traditional is bad.

  • True
  • False

Q5. What two qualities do leaders have to possess to apply agile and traditional tactics and strategies appropriately?

  • Flexible mindset and self-awareness
  • Flexible rules and dynamic awareness
  • Flexible mindset and situational awareness

Q6. Have you completed the agile leader self-assessment? (there is no correct answer)

  • Yes
  • No

Agile Team Module Review Answers

Q1. When was the Agile Manifesto created?

  • 2010
  • 2001
  • 2011

Q2. An agile team is a self-empowered team of individuals who are focused on delivering the most value to the customer in the shortest time possible.

  • False
  • True

Q3. According to the lecture, which of the following statements is NOT a part of Agile Manifesto?

  • Face-to-face is not the most effective mode of communication
  • Trust teams of motivated individuals to get the job done
  • Face-to-face is the most effective mode of communication

Q4. In this module, we have covered nine key characteristics of agile teams. What are they? (select all that apply)

  • Deliver in agreed-upon sprints
  • Reflective
  • Motivated
  • Siloed
  • Work at a sustainable pace (do not create burn-out)
  • Unmotivated
  • Function on learned helplessness
  • Empowered
  • Collaborative
  • Change averse
  • Thrive during change
  • Self-organizing
  • Have a set of established team rituals
  • Prioritize policies and procedures over team or customer

Q5. True or False A traditional team is a team of individuals assigned to a project to deliver a specific prescribed outcome appropriate to the individuals’ level of expertise.

  • True
  • False

Q6. Traditional teams can be… (complete the sentence, select all that apply)

  • Self-directed
  • Functional and cross-functional
  • Self-managing
  • Self-organizing
  • Virtual

Q7. What are the nice characteristics of traditional teams? (select all that apply)

  • Unmotivated
  • Siloed
  • Work at an unregulated pace
  • Collaborative
  • Prioritize policies and procedures over team or customer
  • Function on learned helplessness
  • Follow direction
  • Interact on a minimal basis
  • Empowered
  • Motivated
  • Reflective
  • Change averse
  • Rigid

Q8. According to the lecture, what is one key trait of an agile leader?

  • Servant-leader mindset
  • Leader mentality
  • Hiring servants

Q9. True or False? Your leadership never impacts your team in any way.

  • False
  • True

Q10. Have you completed the team’s agility assessment? (there is no right or wrong answer)

  • Yes
  • No

Agile Organization Module Review Answers

Q1. Which one is NOT a characteristic of a traditional organization?

  • Stable and fixed
  • Empowered and motivated individuals who are seen as a competitive advantage
  • Siloes
  • Individuals are seen as a commodity
  • Top-down hierarchy
  • Bureaucracy

Q2. According to the lecture, which of the following statements is NOT a part of Agile Manifesto?

  • The main objective of traditional organizations in their early days was to manufacture products and offer as much customization as possible.
  • The main objective of traditional organizations in their early days was to manufacture products as efficiently as possible with little to no defects and no variation.
  • The main objective of traditional organizations in their early days was to manufacture products and deliver them to the customers as fast as possible.

Q3. What was the main reason behind the wide-spread use of management theory at schools in the early days of business organizations?

  • Need to ensure the change-resilience of people and organizations
  • Need for innovation
  • Need to ensure stability and compliance

Q4. The birth and adoption of the Internet has accelerated change. Why did traditional organizations have a low degree of success supporting this new piece of technology?

  • Traditional organizations were making employees tired and they were not supporting the principles of the Agile Manifesto.
  • Traditional organizations were making employees unhappy and they were slowing down development and production.
  • Traditional organizations were making employees happy and they were accelerating the development and production.

Q5. What are the three critical attributes of today’s business environment according to the lecture? (select all that apply)

  • What are the three critical attributes of today’s business environment according to the lecture? (select all that apply)
  • Competition for the best talent.
  • Advances in tech.
  • Slow pace of change.
  • Accelerated pace of change.

Q6. What are the key characteristics of an agile organization? (select all that apply)

  • Siloes
  • Cross-functional agile teams
  • Leadership establishes direction and removes roadblocks.
  • Agile mindset and philosophy
  • Stable and dynamic
  • Empowered and motivated individuals who are seen as a competitive advantage
  • Top-down hierarchy
  • Bureaucracy

Q7. True or False? The misalignment between the qualities of the current business environment and the key characteristics of agile organizations makes them ideally positioned for success in the short- and long-term.

  • False
  • True
Conclusion:

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This course is intended for audiences of all experiences who are interested in learning about new skills in a business context; there are no prerequisite courses.

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