Emotional and Social Intelligence Coursera Quiz Answers

Get All Weeks Emotional and Social Intelligence Coursera Quiz Answers

“We are wired to connect. Neuroscience has discovered that our brain’s very design makes it sociable, inexorably drawn into an intimate brain to brain linkup whenever we engage with another person.” Daniel Goleman – Prologue – Social Intelligence

Emotional and Social Intelligence (ESI) is defined as a set of competencies demonstrating the ability one to recognize their behaviors, moods, and impulses, and to manage them best according to the situation. This course will give you the tools you need to be emotionally and socially intelligent in your workplace. Having the ability to master ESI gives employees a distinct advantage in their positions.

It allows them to access their emotional center while managing their relationships with their team members. Competencies associated with emotional and social intelligence are often what separates an average performer from a great one. And, unlike our overall intelligence, emotional intelligence can be learned and improved over time. In this course, we will explain the value of emotional and social intelligence for professional success.

We’ll assess current emotional and social intelligence skills and you will discover the Foundational 4 Quadrants of Emotional and Social Intelligence (ESI) to understand, use and manage emotions. We will explain how stress can impact the application of emotional and social intelligence skills, and reflect upon needed actions to take to create connections and build relationships for greater professional effectiveness.

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Week 1: Emotional and Social Intelligence Coursera Quiz Answers

Quiz 1: Module 0 Quiz

Q1. True or False:

Emotional intelligence is the ability to be aware of our own emotions and those of others, in the moment, and use that information to manage and control others.

  • False
  • True

Q2. Choose the best answer.

  • Emotional Intelligence is more about the present, more closely related to emotions and feelings; while Social Intelligence is more about the future, figuring out the best way for you to get along and have a favorable outcome.
  • Emotional Intelligence is more about the future, looking for ways to have the most favorable outcome; while Social Intelligence is more about the past and the present and more closely related to emotions and feelings.
  • Emotional Intelligence is more about the present, more closely related to emotions and feelings; while Social Intelligence is more about the past, looking backward to assess yourself.
  • Emotional intelligence is more about the past, looking backward to assess yourself; while Social Intelligence is more about the future, figuring out the best way for you to get along and have a favorable
    outcome.

Q3. There are four premises in our approach to emotional intelligence. They are (select all that apply):

  • All factors being equal, people with greater awareness of and control over their emotions are more successful than people who discount their emotions.
  • Motivation is using our deepest preferences to move and guide us toward our goals, to help us take initiative and strive to improve, and to persevere in the face of setbacks and frustration.
  • Low EQ in the workplace is whey 59% of workers report they do not receive recognition for the work they do well.
  • General self-efficacy – the confidence in the ability to cope with the demands of our job.
  • Our emotions strongly influence our perceptions, beliefs, attitudes, and decisions.
  • People can develop more emotional awareness and greater ability to manage their emotions.
  • We are hard-wired to respond to the world emotionally first, and cognitively second.

Q4. True or false:

Exploring Emotional and Social Intelligence or ESI may be an important step for you in improving your work and life satisfaction.

  • True
  • False

Q5. Daniel Goleman’s EQ Competency Model describes five capabilities. Identify the items listed below that are part of his competency model (select all that apply):

  • Empathy
  • Social Skills
  • Sensitivity
  • High-Performance
  • Self-Regulation

Q6. EQ is more than _% of what enables “star performers” to develop into great leaders.

  • 90%
  • 65%
  • 10%
  • 85%

Q7. There are six traits and characteristics of EQ that garner a greater ability to manage emotions and tolerate stress. Identify the items listed below that are included in these 7 traits (select all that apply).

  • General self-efficacy – confidence in the ability to cope with the demands of your job
  • Motivation – Using our deepest preferences to move and guide us toward our goals, to help us take initiative and strive to improve, and to persevere in the face of setbacks and frustrations.
  • Extraversion – personality trait that makes people more open and better at establishing relationships with others

Conscientiousness – tendency to be diligent, hardworking, control impulses

Q8. Choose the best answer. Behaviors associated with Low EQ include:

  • Cultivating new experiences, active listening, engaging employees, communicating, volunteering, and sharing
  • Difficulty listening, optimism, overly communicative, volunteering, and excluding people from the work.
  • Stonewalling or refusing to see other’s points of view, sharing, being empathetic, being inflexible, and providing recognition.
  • Having emotional outbursts, difficulty listening, becoming argumentative, blaming others, and stonewalling or refusing to see other’s points of view.

Q9. Jorge is manager but is required to work closely with other managers in his day-to-day tasks. He also grew up in culture that encouraged arguing – he who is loudest usually wins. His background is in managing construction projects and his forceful blunt style was appreciated, but has recently moved to a design firm, where the iterative nature of the work requires more flexibility, team integration and negotiation than he is used too.

How would you encourage Jorge to build his EQ and fit in with his new team as they build a new initiative?

  • Impress his new team with his knowledge by lecturing his new team on all his great successes and tell them the department will be adopting the strategies he is most comfortable with immediately.
  • Actively listen to all the input from his team and from the other managers he works with regularly and ultimately agree to work in all their ideas, provided they are the ones who draft the initiative, sign, and approve so that when it does not work out, he has proof this was not his idea.
  • Create a working brainstorming session with representatives from the impacted parties, ensure everyone’s voice is heard and evaluate each idea on its merits as far as efficiency and quality and have each representative approve the path forward only after any fatal flaws or points of disagreement are negotiated.
  • Actively listen to the ideas of others but come prepared with all the reasons those ideas will not work and makes sure to let the people know in either direct or subtle ways he disagrees with all those ideas and will only be supportive if directed to do so by his management.

Q10. True or false:

In a VUCA, volatile, uncertain, complex, and ambiguous world, EQ is everything and employers ae placing more and more value on emotional intelligence for hiring and promoting employees.

  • False
  • True

Quiz 2: Module 1 Quiz

Q1. Self-awareness does not include:

  • Having a realistic assessment of our own abilities.
  • Judging and punishing ourselves for our mistakes.
  • The competency of self-confidence.
  • Knowing what we are feeling in the moment.

Q2. True or false:

The more self-aware you are, the more in tune you become with your emotions and reactions allowing you to self-manage your responses.

  • False
  • True

Q3. Someone with a greater sense of self-awareness does the following things (select all that apply):

  • Values, honors, and trusts their own experience.
  • Are able to observe self in situations, particularly difficult or stressful situations and make choices in the moment.
  • Are able to focus on self and the other, moving between self and other with ease.
  • Constantly apologize to demonstrate they know they are flawed and not seem overely assertive or aggressive.

Q4. Neuroscience tells us the human brain is hard wired for negativity. We scan our environments about _ times a second for threats.

  • 3
  • 8
  • 5
  • 2

Q5. What are the consequences of dampening our emotions?

  • Life can lose its flavor and you may find yourself emotionally flat.
  • You may dampen not only negative emotions but also emotions like love and joy.
  • You will protect yourself from negative emotions and have greater life satisfaction.
  • You will find that people like you more.

Q6. The biggest obstacle to increasing your self-awareness is the tendency to avoid the discomfort that comes from seeing yourself as you really are – you must lean into discomfort. Choose all the options that apply for leaning into discomfort.

  • Stop your colleague after a meeting and ask them to give you feedback on your comments and behaviors
  • Don’t be afraid of your emotional mistakes
  • Avoiding your feelings
  • Move toward the emotion, into it and eventually through it

Q7. Choose the best answer:

You call your sister for a quick chat. You get along fine with your sister, but for
some reason the conversations usually end badly, even though you both love and respect one another. You find yourself frustrated very easily and quickly with her even in the shortest of conversations, and it is damaging your relationship the longer this continues.

  • How could you prepare to be more self-aware the next time you speak to your sister?
  • Know what pushes your buttons
  • Lean into discomfort – moving toward, into and through your emotions
  • Observe the ripple effect from your emotions
  • Ask for feedback from your partner, friends, and other family members

Q8. Your emotions are powerful weapons that should be used to show others how angry you are in an effort to get them to change their behaviors.

  • True
  • False

Q9. What are the key aspects of asking for feedback (select all that apply)?

  • The thought of asking someone to share their opinions and thoughts about us can seem unnerving and even downright scary, but the advice and thoughts can prove invaluable.
  • Asking for feedback must be a lengthy complicated process.
  • You must prepare yourself for what you may hear.
  • The best way to get an accurate self-assessment is to ask others for their
    perspective.

Q10. Choose the best answer:

When receiving feedback that might strike you as offensive, what is the question you can ask yourself to keep you from being defensive?

  • Why did I ask for this?
  • What’s in this for them?
  • Are they still talking?
  • What can I learn?

Week 2: Emotional and Social Intelligence Coursera Quiz Answers

Quiz 1: Module 2 Quiz

Q1. Self-regulation includes (select all that apply):

  • Recovering well from emotional distress.
  • Handling our emotions to facilitate rather than interfere with the task at hand.
  • Includes the competencies of Self-Control, Trustworthiness, Adaptability, and Innovation.
  • Satisfying desires for instant gratification.

Q2. True or false:

When you understand your own emotions and can respond the way you choose to them, you are powerless to take control of difficult situations, react slowly to change, and do not take the initiative needed to achieve your goals.

  • True
  • False

Q3. If you don’t stop to think about your feelings (select all that apply):

  • You will inevitably feel more in control and better about yourself.
  • You will move through your day reacting to your feelings with little choice in what you say and do.
  • Your emotions will control you.
  • You set yourself up to be a victim of emotional hijacking.

Q4. The average person has _ thoughts per day. There is a strong relationship between what you think and how you feel both ___ and emotionally. The thoughts that are most influential are those where you literally talk to yourself. We all have an internal voice inside our head that affects our perception of things. We call this inner voice _.

  • 1,000,000; mentally; self-talk
  • 20,000; physically; self-regulation
  • 50,000; physically; self-talk
  • 500,000; mentally; self-regulation

Q5. Kay was recently promoted and is a senior executive at her company. Despite her success, she tends to doubt herself and the job she is doing. She often tells those she trusts how inadequate she feels, saying things like I am doing a bad job or I don’t know what I’m doing. She tends to overgeneralize her own performance based solely on her most recent mistake and allows her cognitive distortions to convince herself she is failing. She is very much succeeding in her new role despite the challenges that were immediately handed to her (laying-off staff, handling numerous HR issues and navigating a major project change all in the first 30 days). Her colleagues are concerned, however, that if she does not adopt this strategy, it will impact her long-term success.

  • Learn a valuable lesson from everyone you encounter.
  • Stop and think
  • Take control of your self-talk
  • Focus your attention on your freedoms rather than your limitations

Q6. What are the strategies for self-regulation?

  • Get out of your usual environment, Walk in others’ shoes, cultivate curiosity, and take action.
  • Challenge yourself, Explore the heart not just the head, examine your biases, Listen
  • Lean into Discomfort, Know what Pushes your Buttons, Observe the ripple effect of your emotions, ask for feedback.
  • Take control of your self-talk, focus your attention on your freedoms, learn a valuable lesson from everyone you encounter, stop and think, train your attention, talk less and listen more.

Q7. True or false:

Stress occurs as a natural response to genuine emergency situations and can serve us well for long-term success. If you are not stressed, you do not have enough to do. Stress has zero impact on our ability to act with ESI.

  • False
  • True

Q8. Less controllable stressors are _______.

  • Events or situations that evoke our “fight or flight” response or “emotional hijack” and include mild performance anxiety and sensing when others are taking advantage of us.
  • The anxiety or apathy that results from feeling threatened or overwhelmed by something — is both real and a rational response to many circumstances we face, both at work and in our personal lives.
  • A strategy for managing stress that includes approaching stress from two different, complementary, and interrelated angles.
  • Subject to our reassessment by either changing the situations and events themselves in such a way that our related feelings are more manageable than they otherwise would be or by changing our response by reframing our perceptions to be more constructive.

Q9. For less controllable stressors, there are a number of constructive strategies for balancing the negative or debilitating impact of stress with more positive, relaxing feelings. Choose all the strategies below provided for managing these less controllable stressors in a productive way.

  • Meditation, massage, visualization and other techniques that evoke a “relaxation response”- shifting one’s “fight or flight” orientation to a more subdued and introspective one.
  • Ergonomics – the alignment of a person’s body with their physical work space.
  • Walking, jogging, yoga, dancing and other “flow oriented” exercise programs.
  • Mentorship and coaching that is often included in workplace programs.
  • Good nutrition. Pay attention to the foods you eat and how they make you feel emotionally and physically.
  • Positive recognition of performance milestones and celebration of customs.

Q10. What are the five key points to help you master Self-Management?

  • Take control of your self-talk, focus your attention on your freedoms, learn a valuable lesson from everyone you encounter, stop and think, talk less and listen more.
  • Explore the heart not just the head, get out of your usual environment, walk in another’s shoes, cultivate curiosity, and examine your biases.
  • Meditation, massage, visualization, yoga, and dancing.
  • Be consistent, stick to the plan, be accountable, educate yourself, stay physicall fit.

Week 3: Emotional and Social Intelligence Coursera Quiz Answers

Quiz 1: Module 3 Quiz

Q1. Empathy is described as: Sensing what people are feeling, being able to take their perspective and cultivating rapport and attunement with a broad diversity of people. The five competencies of Empathy are , developing others, service orientation, _, and political awareness.

  • Emotional awareness, collaboration
  • Understanding others, leveraging diversity
  • Conflict management, building bonds
  • Trustworthiness, self-confidence

Q2. True or false:

Empathy is often confused with sympathy, but they are not the same thing. Sympathy is a feeling of concern for someone, and a sense that they could be happier. Unlike empathy, sympathy does not involve shared perspective or emotions.

  • True
  • False

Q3. Cognitive empathy is described as:

  • The ability to share the feelings of another person, and so to understand that person on a deeper level. It is sometimes called “affective empathy” because it affects or changes you.
  • The ability to understand how your emotions ripple outward and equipped to choose the type of ripples that you want to create.
  • Involves not only having concern for another person, and sharing their emotional pain, but also taking practical steps to reduce it.
  • The ability to understand what another person might be thinking or feeling and need not involve any emotional engagement by the observer.

Q4. Emotional empathy is the ability to share the feelings of another person, and so to understand that person on a deeper level. Choose all the items below that further describe emotional empathy.

  • Anyone leading a team will benefit from developing at least some emotional empathy, as it will help build trust, honesty, and openness.
  • Is useful for understanding how their team members are thinking, such that they may adapt their leadership style.
  • People with strong emotional empathy can become immersed in other people’s problems or pain, sometimes damaging their own emotional well-being.
  • It is sometimes called “affetive empathy” because it affects or changes you.

Q5. Compassionate empathy is the least active form of empathy, only involving having concern for another person and doing nothing to share in the pain or support the person.

  • True
  • False

Q6. Maria has received feedback in a 360 evaluation that she has low empathy. Realizing she may come off to her peers having little empathy for their situations, she decides to build her empathy. Maria begins to chat with other’s more about their experience asking questions about their issues, concerns and how they perceive experiences they share together. She also begins volunteering for new work assignments that require her to learn a new skill to successfully complete, and work with people she does not know well. Maria even asks her sister to act as her “emotional accountability partner” and agrees to discuss emotional events with her sister to see where she could improve.

Which of the following techniques for building empathy is Maria employing? (Select all that apply).

  • Challenge yourself.
  • Stop and think.
  • Walk in others’ shoes.
  • Know what pushes your buttons.

Q7. What are the 3 keys to effective listening?

  • Listen to understand

Embrace silence

Don’t interrupt unless given permission

  • Manage perceptions

Be open to change

Embrace silence

  • Embrace silence

Take Control of your self-talk

Train your attention

  • Lean into discomfort

Ask for feedback

Listen to understand

Q8. Michael is listening to Sofia. Sofia says in a concerned and worried voice “I have really been struggling with the change we are making to our products. I am concerned that our customers will be disappointed when they get the product home, especially those that are repeat customers. The quality just is not the same and I don’t think it represents the companies stated value of integrity. I am also hearing frustration from our team. I am supposed to lead them through this, but I am also frustrated and am not sure I have the ability to deal with their frustrations and my own and get all the work done.”

Which of the following responses best demonstrates the listening power tool of reflecting?

  • “Sofia I can hear the concern and frustration in your voice. I have often observed your value and need to demonstrate integrity, so I am not surprised you mentioned it again today. I am curious what is driving this feeling that the product quality will suffer and what assumptions might need address for you and your team. I am also curious about your frustration and what seems like your doubt in your abilities to help your team manage this change.”
  • “I am also concerned. What was management thinking? Do you know how much work this will be for me and my team? You think your team is frustrated? Mine are almost in a revolt. I have already worked late every night for 3 weeks trying to navigate this change.”
  • “Wow Sofia. You have a lot on your plate. I am sorry to hear that. Let’s go to lunch and take your mind off things.”
  • “What I am hearing, Sofia, is that you are concerned about the impacts these changes we are making could have on quality, and how that might impact our customers. I am also hearing you are dealing with some frustration from your team.”

Q9. Which of the following are powerful questions that show you are interested in the other person’s perspective? (Select all that apply).

  • What is possible?
  • What have you tried so far?
  • If you could do anything you wanted, what would you do?
  • Are you feeling better today?
  • If you could do it over again, what would you do differently?

Can I help you with that?

Q10. People that are skilled at empathy demonstrate the following (select all that apply):

  • Frequently inform and check-in with people, especially during times of change and uncertainty.
  • Achieve average performance from their direct reports.
  • Develop all others to their potential.
  • Allow intellectual capital to be ignored and underdeveloped.
  • Understand empathy and agreement are the same thing.
  • Enjoy increase job motivation and satisfaction.

Week 4: Emotional and Social Intelligence Coursera Quiz Answers

Quiz 1: Strategy #5: Separating Facts From Emotions

Q1. Sometimes it can be hard to tell facts from emotions. Let’s see how good you are at it. Look at the statement and decide is it a fact.

Jennifer doesn’t want to work with Paul because he is lazy.

  • Yes
  • No

Q2. Sometimes it can be hard to tell facts from emotions. Let’s see how good you are at it. Look at the statement and decide is it a fact.

Andrew has a graph that shows the increased rating over the last three months.

  • No
  • Yes

Q3. Sometimes it can be hard to tell facts from emotions. Let’s see how good you are at it. Look at the statement and decide is it a fact.

Susan has been tardy four times in the last month.

  • No
  • Yes

Q4. Sometimes it can be hard to tell facts from emotions. Let’s see how good you are at it. Look at the statement and decide is it a fact.

Emma does consistent work each week.

  • No
  • Yes

Q5. Sometimes it can be hard to tell facts from emotions. Let’s see how good you are at it. Look at the statement and decide is it a fact.

Jonathan wants to transfer departments because he likes accounting better.

  • Yes
  • No

Q6. Sometimes it can be hard to tell facts from emotions. Let’s see how good you are at it. Look at the statement and decide is it a fact.

Cole wants a pay raise because he thinks his work is superior to everyone else’s.

  • Yes
  • No

Q7. Sometimes it can be hard to tell facts from emotions. Let’s see how good you are at it. Look at the statement and decide is it a fact.

Kay has increased her sales by 40% this quarter.

  • Yes
  • No

Quiz 2: Module 4 Quiz

Q1. Choose one answer to fill in the blanks:

Our reactions to others, and theirs to us have a far-reaching impact. They create a ripple effect by sending out cascades of hormones that regulate everything from our _ to our immune systems. When we are within 100 ft, we can feel other people’s emotions and they can impact us, positively or negatively. For example, if I have a negative encounter with a co-worker or
boss, the impact of that encounter can stay with me for up to _
hours.

  • Emotional, heart, 24
  • Biological, hearts, 26
  • Biological, brains, 36
  • Emotional, brains, 48

Q2. If our ability to connect with others and experience social pain is our superpower, what is our Kryptonite?

  • Not realizing the ripple effect of our emotions on others.
  • Not appreciating the value of our social superowers. We do not realize the importance of social in our lives and when we do, we too easily forget again.
  • Only focusing on your limitations, instead of your freedoms.
  • Not having enough empathy to full connect with others.

Q3. True or False:

Social skills are described as handling emotions in relationships well, accurately reading social situations and networks, and using these skills to persuade, lead, negotiate, and settile disputes.

  • False
  • True

Q4. The competencies associated with Social Skills or Relationship Management are (check all that apply):

  • Accurate self-assessment
  • Change catalyst
  • Influence
  • Building bonds
  • Collaboration

Q5. Cortisol is a feel-good hormone that elevates our ability to communicate, collaborate, and trust others by activating our prefrontal cortex– our executive brain where we can think clearly, effectively, and productively. Oxytocin is the hormone that shuts down our pre-frontal cortex, the thinking center of our brains and activates protection behaviors, making us become more reactive and sensitive.

  • True
  • False

Q6. Mario is a creature of habit. He follows the same routine everyday from getting dressed, to his commute, to the way he starts his day at work. Mario was recently asked by management to improve his social skills, including is flexibility when it came to new ways of doing things. Mario has a list on his desk to remind him to do three things when presented with something new:

  • Determine how it can benefit me
  • Don’t assume the need to do something new is negative
  • Recognize this as a chance for improvement
  • Which strategy for building social skills is Mario employing?
  • Build rapport
  • Be open to change
  • Separate facts from emotions
  • Learn a valuable lesson from everyone you encounter

Q7. Anna has an important call with a new client this week. She is nervous because the first time they spoke, she felt like they did not have a very good connection. Anna also knows this will be a long-term relationship and she wants to make sure they do not continue to have issues connecting. This meeting will be via video conference as well, and she has always had difficulty building rapport this way.

What physical steps can Anna take to help this meeting achieve her goal of building rapport?

  • Use silence to give her client plenty of space to fully complete her thoughts, change her thinking from “I never connect with people on video”, learn to focus on her goal in order to be calm and have clarity
    of mind.
  • Focus on the facts instead of her emotions while talking to her client, ask the client what else she might need from her as they move into this relationship, and focus her listening on trying to understand her client’s needs.
  • Allow her new client to push all her buttons and react emotionally during the conversation, be quiet and distant during the call as she is paralyzed with fear, but also interrupt her client occasionally to make sure to state how uncomfortable she is during the call.
  • Match her clients body language as much as possible given they are on video, match her clients tone, volume, and pace of speaking, and use the same words as her client or seeking more clarity on the exact definition of the words the client is using.

Q8. Raymond wants a promotion at work, but he has been told his social skills need some work. He has started to make a concerted effort to demonstrate better social skills. He is reminding him self not to climb the ladder of inference and not to let his assumptions about a person or situation lead to automatic behavior. Raymond is actively using people names instead of just saying hello and working hard to recall people’s names after he meets them. Yesterday, instead of charging ahead with his need to finish a task, he decided it could wait when he noticed the person he needed information from was frazzled and upset. He even stopped to ask how she was doing and told her he was here for her if she wanted to talk.

What Strategies for improving social skills is Raymond employing? (Select all that apply).

  • When you care, show it!
  • Greeting people by name
  • Make timing everything
  • Managing perceptions

Q9. Which of the following are the four elements of motivation?

  • Personal drive to achieve, commitment, initiative and optimism.
  • Commitment, optimism, mirroring and being curious.
  • Intrinsic motivation, extrinsic motivation, initiative and commitment.
  • Personal drive to succeed, managing perceptions and self-talk, showing that you care.

Q10. True or false.

Having the ability to master ESI gives employees a distinct advantage in their positions. It allows them to access their emotional center while managing their relationships with their team members. Competencies associated with emotional and social intelligence are often what separates an average performer from a great one.

  • False
  • True
Conclusion:

I hope this Emotional and Social Intelligence Coursera Quiz Answers would be useful for you to learn something new from the Course. If it helped you, don’t forget to bookmark our site for more Quiz Answers.

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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