Forcing / Avoiding / Yielding / Compromising / Problem-Solving

Brian had a good idea to improve the workplace by playing music every day at work, but his manager thought it might distract employees, specially if played every day. However, the manager agreed that on Fridays, they would put on music as part of a “casual Friday” atmosphere as long as productivity was not affected. They find a middle ground. The conflict resolution technique used was: (a)  

Forcing / Avoiding / Yielding / Compromising / Problem-Solving

A new employee that started two weeks ago wears his uniform incorrectly. When the manager asked him to wear it properly, the employee said that the thought his way of wearing it was more “modern”. However, the manager and other employees thinks it looks unprofessional, so the manager tells the employee to start wearing it properly or face disciplinary action/ The conflict resolution technique used by the manager was: (a)  

Forcing / Avoiding / Yielding / Compromising / Problem-Solving

Maria is a great employee, but she’s been very busy lately because she’s been dealing with a lot of difficult clients. The manager set up an important workshop for all staff to attend after work, but Maria didn’t attend, which is unusual because she usually attends everything. The manager decided to not mention her absence at all or say anything. Instead the manager just sends Maria the slides from the workshop. / The conflict resolution technique used by the manager was: (a)  

Forcing / Avoiding / Yielding / Compromising / Problem-Solving

A manager tells an employee that his breaks seem to be longer than other employees and that it might seem unfair to other staff. The employee says that he’s using break time to try and help his mother by phone with the financial arrangements for his Aunt’s estate since his Aunt passed away recently. The manager accepts the reason and allows the employee to have a little extra time at break. / The conflict resolution technique used by the manager was: (a)  

Fill in the blank with a type of communication barrier: choose from the list of barriers below:

Silence / Defensiveness / Selective Reception / Filtering / Emotions / Language / Information Overload

(a)   : not expressing the appropriate message to others, because you are stressed, excited, angry, hurt etc.

Fill in the blank with a type of communication barrier: choose from the list of barriers below:

Silence / Defensiveness / Selective Reception / Filtering / Emotions / Language / Information Overload

(a)   : you focus on attacking the person or people who disagree with you or criticize you instead of trying to understand or accepting their point.

Fill in the blank with a type of communication barrier: choose from the list of barriers below:

Silence / Defensiveness / Selective Reception / Filtering / Emotions / Language / Information Overload

(a)   : using jargon or expressions that are unfamiliar to others, or using phrases that have a different meaning to them than you think.

Fill in the blank with a type of communication barrier: choose from the list of barriers below:

Silence / Defensiveness / Selective Reception / Filtering / Emotions / Language / Information Overload

________________ __________: choosing to change a message to fit your opinions or expectations instead of seeing the message objectively.

(a)  

Fill in the blank with a type of communication barrier: choose from the list of barriers below:

Silence / Defensiveness / Selective Reception / Filtering / Emotions / Language / Information Overload

(a)   : giving someone too many details and too much information at once.

Fill in the blank with a type of communication barrier: choose from the list of barriers below:

Silence / Defensiveness / Selective Reception / Filtering / Emotions / Language / Information Overload

(a)   : only passing some details without giving the whole story so that someone for example, your manager, doesn’t know about negative things.

----------------------- ------------- style: The leader will avoid some business decisions that may negatively affect the feelings of team members and will put satisfaction and motivation as a priority.

(a)  

---------- style: The leader uses rewards and punishments to promote performance and compliance to the rules and processes.

(a)  

-------------- style: The leader makes difficult decisions for the benefit of the business, even if some people will not like it or support it.

(a)  

----------- style: The leader sets a target or goal, and a deadline if necessary, and then gives the team members freedom to accomplish their goal in their own way. These members have the necessary skills and motivation to work independently.

(a)  

(a)   style: The leader makes decisions with consultation and input from their team members.

------------- style: The leader inspires the need for change and motivates members to take actions that will lead to the successful new outcome.

(a)  

-------------- style: They assemble a group of people based on skills, and then delegate leadership to a group member. The leader gets involved to resolve conflicts or resolve difficult problems.

(a)  

------------- style: The leader has a strong set of principles that are passed throughout their team and decisions are often made with these principles in mind first.

(a)  

------------ style: The leader relies on attractive personal qualities, such as confidence and energy, as well as skills like persuasion and communication.

(a)  

------------------ style: They lead by creating an exciting and intrinsically motivating goal that others will support and work hard for.

(a)  

----------------- style: leader makes decisions without consulting the group, because the leader has the knowledge and experience to do so.

(a)  

------------- style: The leader creates honest relationships and often considers loyalty, modesty and transparency to be very important.

(a)  

--------------------- : getting people involved in their work and committed to their company.

(a)  

The need for (a)   : people who want the feeling of success

The need for ---------------- : people who want to influence and control others

(a)  

The need for (a)   : people who get satisfaction from interacting with others

The need for (a)   : people who want to work independently with complete responsibility

The need for (a)   : people who want to feel good about themselves from recognition

The need for safety and (a)   : people who want job security, steady income and insurance

The need for (a)   : people who want fair treatment in working hours, salary, responsibilities etc.

Someone who has a strong need for (a)   wants to control and influence others, likes to win arguments, enjoys competition and winning and enjoys status and recognition.

Someone with a strong need for (a)   wants to be liked and often goes with what the rest of the group wants to do.

Someone with a strong need for (a)   naturally wants to perform their tasks in the best way they can.

Someone with a strong need for (a)   cares more about equal opportunity than results.

(a)   : Choosing the option that makes the most sense / is most logical.

(a)   Bias: When you only use a minimal amount of available information to make your decision without researching to find more information, statistics or points of view.

Escalation of (a)   Bias: When you don’t change your original decision even when it seems like a mistake because you have already “invested” too much in that decision

Risk (a)   Bias: When you don’t take any risks or do any difficult things because you are afraid that the results will be bad

A retail company decides not to add an online platform for online shopping because it requires a big initial investment and they are afraid it might fail while their competitors decide to make the investment.  Five years later the company goes out of business while their competitors succeed by having millions of dollars of sales online. What bias impacted the decision made in this scenario?

(a)  

A sales representative doesn’t prepare for a presentation because he thinks he’s an excellent public speaker.  When several unexpected questions are asked to him, he can’t answer them. What bias impacted the decision made in this scenario?

(a)  

Lone Star buys Hi-Tech Inc. to expand their business but after 7 years, Hi-Tech Inc. has been a failure and is losing the company millions of dollars per year.  Instead of selling Hi-Tech Inc. for less than they bought it for and taking a one-time loss, Lone Star decides to keep Hi-Tech Inc and just hopes somehow the business will improve. What bias impacted the decision made in this scenario?

(a)  

You read one news story online about a new movie being disappointing and decide not to see the movie because of the article. You do not research to find more information. What bias impacted the decision made in this scenario?

(a)  

You hear a classmate, Jakub, expressing that he supports the death penalty. You dismiss Jakub and stop listening immediately because you disagree with him. Federica joins the conversation; Federica has the same view as you. You listen fully  to Federica as her view is the same as yours and you do NOT support the death penalty. What bias impacted the decision made in this scenario?

(a)  

An interview candidate has a good education but doesn’t have much work experience. You agree to interview him/her, but you have already decided that he is not the right candidate for the job because of the lack of experience. You have already made up your mind. You make your decision quickly based on the fact that he/she doesn't have much work experience. You will not change your mind even when the candidate is highly impressive during the interview. What bias impacted the decision made in this scenario?

(a)