Influencing People Coursera Quiz Answers – Networking Funda

All Weeks Influencing People Coursera Quiz Answers

This course will improve your ability to influence people in situations where you cannot use formal authority. You will learn about effective ways to build, develop, and sustain a power base in your organization.

You will also learn influence tactics that enable you to be more persuasive and influential in working with your superiors, peers, and even subordinates. In addition, you will learn how to build and maintain high-quality relationships to further maximize your informal power and ability to influence others.

Importantly, you will distinguish between influence and manipulation and learn how to protect yourself from the unwanted influence of others.

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Influencing People Coursera Quiz Answers

Week 1: Building Your Base of Power

Q1. Power is…

  • a. the power to control
  • b. relative
  • c. contextual
  • d. perceptual
  • e. All of the above

Q2. When people feel powerful, they…

  • a. Are less proactive
  • b. Are highly influenced by the opinions of others
  • c. Feel a great sense of responsibility and burden
  • d. Have improved cardiovascular performance

Q3. When people feel powerful, they…

  • a. Are more confident than they should be
  • b. Are more likely to listen to others
  • c. Seek out advice from inexperienced people
  • d. Seek out advice from their most trusted advisors

Q4. Power makes people more other-focused and less self-focused.

  • True
  • False

Q5. Structural bases of power include:

  • a. Expertise
  • b. Legitimate
  • c. Information
  • d. Reward
  • e. Both (b) and (d)

Q6. Personal bases of power are based on the person’s position in the organizational chart:

  • True
  • False

Q7. People can be primed to feel powerful even when the person does not have any formal power.

  • True
  • False

Q8. To build your structural power, you should…

  • a. Use symbols to illustrate your position or formal authority
  • b. Emphasize connections to low-power people with formal authority
  • c. Focus exclusively on your ability to give out monetary rewards
  • d. Coerce people into doing what you want them to do
  • e. Emphasize your expertise and access to information

Q9. To build your personal power, you should…

  • a. Emphasize your expertise
  • b. Ensure you have information that others do not
  • c. Develop your ability to persuade others with strong arguments
  • d. Learn to be more charismatic
  • e. All of the above

Q10. With power comes great responsibility.

  • True
  • False

Week 2: Influencing People Without Relying on Formal Authority

Q1. Social proof is most effective as an influence tactic, when

  • a. People are uncertain about which course of action to take
  • b. You cite that time is running out
  • c. You state that similar others have taken a particular course of action
  • d. All of the above
  • e. Both (a) and (c)

Q2. By suggesting to the managers of a company that if they do not pursue the reorganization you propose, the company is likely to lose $1.3 million dollars, you are triggering

  • a. Effective strategic change
  • b. Risk-seeking behavior
  • c. Influence by a high anchor
  • d. Risk aversion

Q3. Wearing a business suit can help influence others.

  • True
  • False

Q4. Demonstrating an actual prototype of a product in a meeting with a potential customer can help influence the customer by activating

  • a. Social proof
  • b. Framing bias
  • c. Authority
  • d. Availability bias
  • e. None of the above

Q5. Which of the following would you recommend as an effective approach to make a request?

  • a. Prior to making a request, discussing the fact that you and the person you are asking went to the same school
  • b. Starting with a short, casual conversation before making a request
  • c. Making the request in a face-to-face meeting
  • d. All of the above
  • e. Both (a) and (c)

Q6. Weaving a personal story into an argument can be an effective influence tool.

  • True
  • False

Q7. Power poses can be effective for influence because they help:

  • a. Reduce testosterone
  • b. Increase cortisol
  • c. Reduce cortisol
  • d. Increase testosterone
  • e. Both (a) and (b)
  • f. Both (c) and (d)

Q8. Which of these formats for next year’s budget planning is most likely to allow for influencing the group by anchoring?

  • a. A meeting starting with a teammate’s opening remarks concerning last year’s budget
  • b. Asking people to use a survey tool to provide their individual thoughts and estimates on next year’s budget before the meeting
  • c. Starting a meeting by distributing a handout with last year’s budget numbers
  • d. Both (a) and (c)
  • e. None of the above

Q9. Slow pace of speech can lead people to question your competence

  • True
  • False

Q10. To be most effective in using reciprocity as an influence tactic, you should:

  • a. Ask for something in return prior to offering a favor
  • b. Ask for something in return immediately after offering a favor
  • c. Offer resources and support without attaching any requests to this support
  • d. Offer help but immediately ask for something in returns from others
  • e. None of the above

Week 3: Developing High‐Quality Relationships to Enhance Influence and Power

Q1. You have observed two managers, Sally and Kristin. You noticed that Sally and a group of her key contacts nearly always go to lunch together. You have also noticed that some of Kristin’s key contacts, in contrast, do not know one another. Everything else held equal, whose network offers greater informal power?

  • a. Sally’s
  • b. Kristin’s

Q2. Which manager from the list below (Matthew, Kathy, Seema, or neither one) is likely to be in the most vulnerable position in terms of informal power?

  • a. Matthew’s two key contacts, on whom he depends greatly for information and political support – Aysha and Samir – depend on Matthew very little
  • b. Kathy’s two key contacts, on whom she depends greatly for information and political support – Leonard and Krista – also depend on Kathy greatly for information.
  • c. Seema’s two key contacts, on whom she depends greatly for information and political support – Nicholas and Marina – depend on Seema to a moderate degree.
  • d. Neither manager

Q3. Being an energizer in organizations helps you influence others by

  • a. Relieving tension in meetings
  • b. Increasing people’s overall happiness
  • c. Eliciting levels of discretionary effort
  • d. All of the above
  • e. Both (a) and (b)

Q4. Increasing your contacts’ dependence on you jointly with increasing your dependence on these contacts can be an effective way to build robust social relationships.

  • True
  • False

Q5. Which resources would you classify as being generally ineffective in facilitating social exchange and building relationships?

  • a. Offering an opportunity to present to senior management
  • b. Finding a sports coach for a colleague’s child
  • c. Offering an opportunity to attend a business training session
  • d. Providing an introduction from your network
  • e. Both (b) and (c)
  • f. None of the above

Q6. You can become an energizer by helping people build on and improve their ideas

  • True
  • False

Q7. The best approach to building one’s reputation is to

  • Showcase one’s accomplishments formally and informally
  • Conceal one’s accomplishments in order not to trigger envy
  • Get others to showcase your accomplishments
  • All of the above

Q8. Your informal power derives from your rank and title in the organization.

  • True
  • False

Q9. To build a network high in informal power, you would recommend a friend to pursue a rotation program at her company.

  • True
  • False

Q10. The best relationship to have is the one where you do not depend on your contact and where that contact does not depend on you.

  • True
  • False

Week 4: Protect Yourself from Unwanted Influence

Q1. What is the primary difference between influence and manipulation?

  • a. Who the person is trying to influence
  • b. The influence tactics used
  • c. The intent or purpose of the influence
  • d. The timing of when the influence occurs
  • e. Where the influence occurs

Q2. To protect yourself from others’ influence, you can:

  • a. Minimize the biases used to influence you
  • b. Flip the influence tactic on the other person
  • c. Avoid the person trying to influence you
  • d. (a) and (b) only
  • e. None of the above

Q3. To protect yourself from someone influencing you via social proof, you should:

  • a. Ask for a public vote
  • b. Ask for a private vote
  • c. Avoid joining any coalitions
  • d. Encourage open communication

Q4. To minimize the availability bias as an influence tactic, you should:

  • a. Only pay attention to the most recent data or information
  • b. Make your decision close to extremely positive events
  • c. Make your decision close to extremely negative events
  • d. Ask people for alternative explanations

Q5. To protect yourself from liking as an influence tactic, you should encourage more face-to-face dialogue with the person trying to influence you.

  • True
  • False

Q6. To protect yourself from liking as an influence tactic, you should emphasize personal differences between you and the person trying to influence you.

  • True
  • False

Q7. To protect yourself from a salesperson trying to influence you by using a scarcity tactic, you should:

  • a. Show how the item is not unique
  • b. Use data to demonstrate that the item is not limited in quantity
  • c. Ask for more time
  • d. All of the above
  • e. None of the above

Q8. When someone tries to influence you by emphasizing a potential lost opportunity, you can protect yourself by re-framing the decision as a potential gain.

  • True
  • False

Q9. When someone tries to influence you by anchoring a negotiation at a low amount, you can protect yourself by re-anchoring the discussion at a much higher amount.

  • True
  • False

Q10. When someone tries to influence you by emphasizing his or her legitimate authority over your team, which of the following will be your most effective strategy for protecting yourself?

  • a. Calling the person’s boss
  • b. Emphasizing your expertise in this particular situation
  • c. Challenging the person’s legitimate authority
  • d. Trying to coerce the person to follow you
  • e. All of the above
Influencing People Course Review:

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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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