All Weeks High Performance Collaboration: Leadership, Teamwork, and Negotiation Coursera Quiz Answers
Are leaders born or made? Learn the essential skills to develop and expand your leadership repertoire, design teams for collaboration, and craft win-win negotiation strategies. High Performance Collaboration: Leadership, Teamwork, and Negotiation focuses on leadership, teamwork, and negotiation. Students will engage in self-assessments to analyze their leadership style, develop team charters to optimize their groups, and develop a game plan for effective negotiation.
High Performance Collaboration: Leadership, Teamwork, and Negotiation Week 1 Quiz Answers
Quiz 1: Leadership Development
Q1. Nature vs. Nurture
- The incremental theory of leadership argues the following:
- Leadership is an acquired skill and highly influenced by the environment.
- Male leaders are more successful than female leaders.
- Incremental leaders are risk adverse and can only make decisions when forced.
- The traits and abilities that make a good leader are naturally inborn as a part of that person’s personality.
Q2. Mindset and Growth
According to Carol Dweck, there are two fundamental mindsets that people have when it comes to looking at themselves and others. One mindset, known as a _____ mindset, is a belief in one’s own ability to learn and respond in the face of a challenge. The other mindset, a ____ mindset, is the belief that a challenge measures the quality of one’s basic underlying abilities.
- growth; fixed
- fixed; growth
- random; focused
- focused; random
Q3. Leadership Style
When it comes to leadership, should managers focus on getting the work done or attending to the people? ______ leaders are highly agentic and focus on getting the work done, meeting performance objectives, and being productive. In contrast, _____ leaders care about the people and their welfare, and they seek to build trusting relationships with them.
- Elected; appointed
- Task-focused; person-focused
- Randomly selected; systematically selected
- Extrinsically motivated; intrinsically motivated
Quiz 2: Motivation, Emotion, and Cognition
Q1. Intrinsic and Extrinsic Motivation
Regarding motivation, _____ motivation refers to motivation and desire that is driven by internal reward, which can be a sense of satisfaction, accomplishment, or making the world a better place. In contrast, _____ motivation refers to motivation and desire that is driven by the promise of external rewards, including money, resources, or material gain.
- person; task
- intrinsic; extrinsic
- task; person
- extrinsic; intrinsic
Q2. The How of Happiness
Happiness is influenced by material possessions, genetics, and intentional activity. About 40% of our happiness is determined by intentional activity, or behaviors and practices that we voluntarily pursue. All of the following are examples of intentional activity EXCEPT:
- helping someone else.
- a positive attitude at work.
- buying yourself a new motorcycle.
- striving toward fitness goals.
Q3. Decision Making
The common information effect is best described as the tendency for groups to:
- consider and implement solutions that other groups have used rather than experiment with novel solutions.
- spend too long attempting to reach consensus on a problem.
- discuss and consider information that they all have in common more than unique information (that only one person in the group may be aware of).
- want to delay making important decisions, even when they have all of the relevant information necessary to make a decision.
Quiz 3: People Skills
Q1. Emotional Intelligence
Emotional intelligence is the ability to recognize emotions in ourselves and others and to use this emotional knowledge in a productive fashion. A person who has a strong ability to take the perspective of others, takes an active interest in the concerns of others, and can understand the emotional expressions of others is high in which aspect of emotional intelligence?
- Social awareness/empathy
- Relationship management
Q2. Organizational Intelligence
In leadership, the value you bring to your organization, in terms of the relationships you build and maintain in and outside of the organization, is best termed your __________.
- structural holes
- boundary-spanner network
- organizational capital
- human capital
Q3. Cultural Intelligence
Culture is often described as the “personality of a group.” Cultural intelligence is best described as:
- a person’s capability to adapt effectively to new cultural contexts.
- a person’s capability to build trusting relationships outside the organization.
- the ability to categorize people into dignity, face, and honor stereotypes.
- the ability to avoid stereotyping and engage in prototyping.
High Performance Collaboration: Leadership, Teamwork, and Negotiation Week 2 Quiz Answers
Quiz 1: Building Your Team
Q1. Goal –setting
To be successful, teams need 3 things: talented people, motivation, and to get the work done. These 3 key ingredients are best summarized by: _______.
- expertise; engagement; and execution
- human capital; team capital; and organizational capital
- dignity; face; and honor
- people; task; and collaboration
Q2. Size and Diversity
According to research on optimal team size, what is the best advice regarding team size?
- Teams should generally increase in size up to a maximum of 14 people.
- Teams should not be limited in size.
- Teams should generally have fewer than 10 members – with an optimal size of 5-6 people.
- Teams should generally decrease in size down to a maximum of 3 people.
Q3. Roles and Rules
Consider Hackman’s model of leader-team responsibility and the 4 possible types of leader and team responsibility. In self-managing teams, the team members:
- execute a task; monitor and manage the performance of the team; select team members and design the organizational context.
- execute a task; monitor and manage the performance of the team; and select team members.
- execute a task and monitor and manage the performance of the team.
- execute a task.
Quiz 2: Team Decision Making
Q1. Evidence-Based Management
Making effective, unbiased decisions in teams is important. All of the following are key principles in leading your team to more effective decision making, except:
- leave status and titles at the door.
- invite different perspectives from outsiders and people who are external to the team.
- showcase (examine) failures.
- schedule meetings that are at least 2 hours or more in length and meet no more than once per month.
Q2. Optimizing Conflict
There are two types of conflict in teams: relationship conflict and task conflict. Relationship conflict is best described as conflict about______________________; task conflict is best described as disagreement about_______________________.
- the procedures, processes, and how the work should be done; the mission of the team.
- personalities, often involving anger and ego clashes; the work to be done.
- whether team members should be allowed to date; whether the team should ask for additional resources.
- the work to be done; the personality characteristics of the team members.
Q3. Virtual Teams
According to Tuckman’s model of group development, teams often go through stages of group development. Which is the usual sequence of group development in the Tuckman model?
- forming, norming, performing, storming, adjourning
- traditional, hybrid, virtual
- virtual, hybrid, traditional
- forming, storming, norming, performing, adjourning
Quiz 3: Team Creativity
Q1. Creativity and Innovation
Finke’s model of creativity specifies two dimensions by which creative ideas may be evaluated (one dimension being conservatism–creativity, and another dimension being realistic–idealistic). According to Finke, the most desirable ideas fall into which quadrant?
- Conservative idealism: conservative & idealistic ideas
- Creative realism: creative & realistic ideas
- Creative idealism: creative & idealistic ideas
- Conservative realism: conservative & realistic ideas
Q2. Who’s more creative, groups or individuals?
When it comes to the of whether individuals are more creative than teams, the research indicates that individuals are most often able to generate more and better ideas than groups. The key reasons for this include all of the below factors, EXCEPT:
- conformity: people bring their behavior in line with what they feel will win them acceptance in a group
- social loafing: the tendency for a minority of people to do a majority of the team’s work
- production blocking: anything that interferes with a person’s ability to fully focus on the work
- performance pressure: people are more likely to attempt to work hard when others are around
Q3. Best Practices for Creativity
Brainstorming is best described as: ___________________. Brainwriting is best described as: _______________.
- acting out ideas in a group setting using props; a technique in which group members provide written criticism of ideas generated by others anonymously
- the simultaneous generation of verbal (oral) ideas in a group ; the simultaneous generation of written ideas by group members
- the simultaneous generation of written ideas by group members; the simultaneous generation of verbal (oral) ideas in a group
- a technique in which members rotate in and out of different groups.; a technique in which group members take strategic breaks for short periods
High Performance Collaboration: Leadership, Teamwork, and Negotiation Week 3 Quiz Answers
Quiz 1: Preparation and Leverage
Q1. Develop your BATNA
Your BATNA (Best Alternative to a Negotiated Agreement) is best described as: ________________________; your RP (reservation point) is best described as: ______________________.
- your ideal target (north star); your worst-case scenario
- your opening offer; your final offer
- the course of action you will take if you do not reach agreement in the current negotiation; the quantification of your BATNA
- the point at which you are prepared to walk away; a qualitative description of your walk-away point
Q2. Target Points and Anchoring
In negotiation, the ZOPA, or zone of possible agreement, is the range:
- below the seller’s reservation point and above the buyer’s target point
- above the seller’s target point and below the buyer’s reservation point
- between negotiators’ reservation points
- between negotiators’ target points
Q3. The Art of Concessions
During a negotiation, suppose you make a concession to the other party and then you follow with yet another concession before the other party makes a concession. This ill-advised strategy is known as:
- the winner’s curse
- negotiating with yourself or making unilateral concessions
- signaling your BATNA
- attempting to optimize you alternatives in the negotiation
Quiz 2: Win-Win Negotiation
Q1. Win-Win Negotiation
Which of the following is most true with regard to reaching win-win negotiation agreements?
- Negotiators should reveal their interests, but not their reservation price
- Compromise (or splitting the difference) is a method for achieving maximum win-win between parties
- Negotiators should reveal their position, but not their interests
- Negotiators should always reach agreement to prevent an impasse
Q2. Creating Value
Sometimes, negotiations break down because negotiators have different beliefs, views, or forecasts regarding some future event that cannot be resolved at the present time. What type of strategy might be useful when you are crafting deals in these types of situations?
- A contract in which negotiators reveal their reservation points simultaneously
- A contingent contract in which the outcomes depend on the realization of some future event
- A multi-issue proposal in which there are several issues under discussion
- A pre-settlement contract in which both parties are confident of a positive outcome in any turn of events
Quiz 3: Disputes and Conflict Escalation
Q1 . Interests, Rights and Power
According to the interests, rights, and power model of disputing, a negotiator who uses a power-based approach is characterized by:
- an interest in reconciling differences in a way that addresses the counterparty’s most pressing needs and concerns
- a need to apply standards of fairness to the negotiation
- an interest in formalizing parties’ rights by law or contract
- using status, rank, threats, and intimidation to prevail
Q2. Conflict Escalation and Irrational People
- In negotiation, an effective strategy for negotiators in their attempt to move a rights- or power-based counterparty away from rights/power and back to interests is:1 point
- invoking fairness norms and legal precedents
- maintaining distance and avoid meeting the counterparty face-to-face
- sending a mixed message in which you combine power and interests, or rights and interests
applying rank and status arguments to the negotiation
Q3. Reputation and Ethics
With regard to ethically questionable behavior in negotiation, which of the following statements is most true?
- With regard to claiming resources, it is better to have a reputation as a “cream puff” than “tough, but honest”
- Most people regard traditional, competitive bargaining to be ethically unacceptable.
- Most people are quick to judge others as being unethical, but they are less likely to criticize their own behavior.
- If you are going to deceive someone, it is best to attempt it when you are not face-to-face so that you can manage the deception
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