4-PSEE STUDY KIT Subtest 2 v14 Supplement

PSEE STUDY KIT SUPPLEMENT
Sub-test 2 (Judgement)
This Supplementary Study Kit prepares candidates for the Public Service Entrance Exam
(PSEE) Sub-test 2 (Judgement) developed by the Public Service Commission (PSC) of
Canada as part of the on-line phase of the Post-Secondary Recruitment competition.
These materials and our initial Judgement package are the only informed sources
published specifically to help individuals prepare for this on-line federal government
competition.
Over the past 25 years, our company’s services have had an outstanding success rate,
which we would be pleased to discuss with you by telephone for your particular job
competition and preparatory needs.
Copyright Advisory – We remind you that this Study Kit (the “Kit”) is provided for the
sole use of the Purchaser of Record. This Kit may not be copied, reproduced, uploaded,
posted, publicly displayed, translated, distributed, shared, modified, made available on a
network or other website, used to create derivative works, or transmitted in any form or
by any means whatsoever without the prior express written permission of Foreign Service
Examination & Career Counselling Inc. (“FSECC”). Failure to obtain express written
permission from FSECC before copying or reproducing these materials is a violation of
copyright law.
205 - 404 Laurier East T: (613) 567-9229 E: info@foreignserviceexamprep.com

FSECC Ottawa, Ontario K1N 6R2 F: (613) 567-9098 E: info@post-secondaryrecruitmentexamprep.com
SCESE E: info@publicserviceexamprep.com
© Copyright 2013, FSECC Inc. All rights reserved

PSEE STUDY KIT SUPPLEMENT
Sub-test 2 (Judgement)
TABLE OF CONTENTS
Note: All background information, government instructions, our test-taking tips

and the first sample Judgement test questions and answers are in the
initial package you already received.
SECTION I – SAMPLE SUPPLEMENTARY PSEE JUDGEMENT QUESTIONS .......... 3
SECTION II – ANSWERS TO SAMPLE JUDGEMENT QUESTIONS .......................... 24
205 - 404 Laurier East T: (613) 567-9229 E: info@foreignserviceexamprep.com


Sample Supplementary PSEE Judgement Questions
Take 75 minutes to do the following 52 questions, the same as on the government test.
QUESTION 1
Situation – A major task assigned to you by an executive while your supervisor was on leave is
not something that your supervisor sees as important when he returns. Your ongoing workload
is heavy and the supervisor regularly adds new responsibilities. Keeping up is difficult and the
executive’s project falls behind.
Response – Schedule a meeting with your supervisor to discuss all of your workload.
How effective is this response?
1. Very ineffective 
2. Ineffective 
3. Somewhat ineffective 
4. Somewhat effective 
5. Effective 
6. Very effective 
QUESTION 2
Situation – Your supervisor is on vacation and she has delegated you to act on her behalf.
Headquarters demands an urgent budget update and you need help from the finance section
supervisor to locate previous information prepared for your unit. The finance supervisor will not
return your emails.
Response – Try to track down your supervisor and stop pursuing the finance office in the
meantime.
2. Ineffective 
5. Effective 
3
205 – 404 Laurier East T: (613) 567-9229 E: info@foreignserviceexamprep.com

QUESTION 3
Situation – A work team you are on is planning the details for your organization’s annual retreat
next month when summer ends. Many senior managers, including yours, are on vacation but
the logistics budget needs to be approved by someone in authority.
Response – Contact your team members individually for suggestions about how to move
forward.
2. Ineffective 
5. Effective 
QUESTION 4
Situation – Because of increasing client demands, a cross-organization team was set up on

which you provide your unit’s input for improvements. New supervisors have been appointed in
two other units and they are not supporting their representatives on the team because they are
unclear about the need for this team.
Response – Go to your supervisor and ask her for advice on how to handle the situation after
explaining it.
2. Ineffective 
5. Effective 
QUESTION 5
Situation – A colleague confronts you aggressively when he learns about a special evaluation
you have been asked to do by your mutual supervisor that deals with consultants working in the
unit. He wants you to tell the supervisor that he needs to be involved because he oversees
consultants as well.
Response – Indicate to the colleague that you will carry on with the assignment and that he
ought to go to see the supervisor to voice his concerns.
4

2. Ineffective 
5. Effective 
QUESTION 6
Situation – A team you direct is drafting guidelines to be publicized to clarify your large
organization’s complex hiring policies. The policies are national in scope and diverse
stakeholder groups and individuals use them to learn about your organization.
Response – Take the decision to revise and disseminate changes you think are necessary.
2. Ineffective 
5. Effective 
QUESTION
7. Situation – A longstanding employee on medical leave whom you have replaced returns to
work. Some of his duties are still left with you by the supervisor. With job cuts possible because
of the economy, he reacts negatively to you at every opportunity.
Response – Be polite to the employee but try to change the subject when you are alone with
him.
2. Ineffective 
5. Effective 
5

QUESTION 8
Situation – A client comes to you in the absence of her usual organizational contact who is now
on disability. She complains about an evaluation error made on her major contract proposal by
your colleague before he left. Time is critical because the deadline for decision on proposals is
short.
Response – Review the situation in detail with the client and indicate that you will brief your
supervisor quickly and get back with an answer.
2. Ineffective 
5. Effective 
QUESTION 9
Situation – A work team with some inexperienced junior employees and unmotivated senior
members has not produced useful results for some time. To rectify the situation you are inserted
into the group by the unit’s supervisor as the new team leader.
Response – Call a team meeting to discuss reorganizing work distribution and the timetable for
deliverables.
2. Ineffective 
5. Effective 
QUESTION 10
Situation – For your recent assignment, an older co-worker has been matched with you by the
supervisor to help with your development. Though often helpful to you, the co-worker resents
the supervisor’s success and frequently undermines him in discussions with you and others.
Response – Go to the supervisor and ask to be reassigned.
6

2. Ineffective 
5. Effective 
QUESTION 11
Situation – To work on a cross-functional assignment with another branch located in an old

building in your organization’s complex, the supervisor there provides you with a cubicle and
expects you to use it while on site. This work constitutes some, but not the majority, of your
regular duties and you would rather do all your work in one place.
Response – Ask your supervisor to intervene on your behalf to keep you in your normal
surroundings.
2. Ineffective 
5. Effective 
QUESTION 12
12. Situation – On behalf of your unit, you have worked for many weeks to gather input from
several functional areas of the organization to feed into your supervisor’s next quarterly report.
Over half of your contacts have been cooperative, but other individuals have been vague and
hard to get in touch with. The reporting details are required by your supervisor early next week.
Response – Leave telephone and email reminder messages with everyone, and ask the slow
responders also to meet with you.
2. Ineffective 
5. Effective 
7

QUESTION 13
Situation – Liaison with stakeholder groups in the federal government is the responsibility of
your small team in your corporation. Different objectives for dealing with various government
departments by your organization make it important to personalize the messages. A special
communication intended for one department was mistakenly sent to all. A senior corporate
executive has contacted you about the error.
Response – Explain that you will look into the issue immediately after briefing your supervisor,
and provide an explanation.
2. Ineffective 
5. Effective 
QUESTION 14
Situation – An internal interview board you served on has its decision on tentative candidates
challenged in writing by someone who did not advance in the competition. The person alleges
discrimination and indicates that her high-level political friends will be informed of the outcome
and the names of all board members. Your board meets to discuss the complaint.
Response – Indicate to colleagues at the meeting that the case should be sent immediately to
senior management to handle.
2. Ineffective 
5. Effective 
QUESTION 15
Situation – A new member of an effective team you lead is uncommunicative in meetings and
has failed to satisfy deadlines agreed upon by the group. One of your workplace friends not on
the team tells you he heard that the person was outspoken and highly critical of how you
manage when supervisors are around.
8

Response – Ignore the person’s behaviour on the team and the rumour of his comments in the
expectation that he will become effective over time.
2. Ineffective 
5. Effective 
QUESTION 16
Situation – One of your experienced colleagues likes to overshadow everyone in the unit.
Often, ideas you originated end up in his work submitted to the supervisor without any reference
to your contribution. You and others who this has happened to want this behaviour dealt with.
Response – At the next unit meeting, bring up the need for fair play and disclosure regarding
inputs by everyone, and ask for opinions about this approach from everyone attending.
2. Ineffective 
5. Effective 
QUESTION 17
Situation – A unit where you have worked for some time has many recently hired, inexperienced
staff at your level and a supervisor who has just arrived. To learn the most important aspects of
the job, the supervisor tasks you to brief her based on your expertise but says to survey
everyone beforehand for input.
Response – Deliver the briefing informally and quickly on your own to get the supervisor up to
speed without bothering others.

2. Ineffective 
5. Effective 
9

QUESTION 18
Situation – A consultant whom you know well is misled on organizational policies at a public
forum where she talked briefly with one of your new co-workers. The information creates an
error in a large-scale project underway that she was contracted by your supervisor to carry out.
She asks you for help to remedy the situation, which she believes will harm her reputation.
Response – Suggest that she approach the supervisor to explain clearly how she came to make
the mistake and to discuss implications.
2. Ineffective 
5. Effective 
QUESTION 19
Situation – Information about your organization’s achievements is communicated by your unit

to employees, management and business stakeholders but not to the general public to raise
awareness. You believe that modest adaptation of current information could enable it to be used
on websites and in print material for distribution to wider audiences.
Response – Request your supervisor to add the topic of distribution of selected materials to new
audiences for discussion at the next staff meeting.
2. Ineffective 
5. Effective 
QUESTION 20
Situation – A colleague who is effective at work also has a part-time job in sales to support his
family. He brings product materials to the office and hands them out on breaks and at lunch.
You see that others have begun to avoid him and criticize his actions behind his back.
Response – Turn down politely any items he hands you and try to steer discussions with him to
your work relationship.
10

2. Ineffective 
5. Effective 
QUESTION 21
Situation – Your position deals with charities which are subject to new reporting guidelines
created by your organization. A campaign was conducted to inform all charity groups about
requirements. One well-known entity you deal with has repeatedly missed reporting deadlines
and has now asked for another extension.
Response – Bring in your contact at the charity to ensure his understanding of the new situation
and to obtain a commitment for filing the current report.
2. Ineffective 
5. Effective 
QUESTION 22
Situation – The renewal of a client’s loan from your organization is coming up. The terms will
have to be altered significantly, increasing the monthly cost. Recent rules imposed on your
financing do not allow for flexibility irrespective of any client’s payment history or the length of the
relationship. A meeting is arranged for tomorrow.
Response – Meet the client and communicate the new stipulations, but indicate you will try your
best to improve the terms and call her back with a decision.
2. Ineffective 
5. Effective 
11

QUESTION 23
Situation – A colleague who was hired after a successful internship has begun to develop poor
work habits and errors in his reports. Expectations were high, as everyone in the unit knew him
and looked forward to additional help with the heavy workload. Negative opinions about the
person are surfacing.
Response – Talk to others you work with and tell them not to make judgements yet as
improvements are likely based on his past record.
2. Ineffective 
5. Effective 
QUESTION 24
Situation – As a leader of a team, you and two colleagues work with representatives of other
departments in the federal government to standardize new attendance reporting requirements.
Resistance to the policy is widespread, but cooperation across departments is good with one
exception. A public servant from a small department is constantly critical at meetings and fails to
provide data everyone else has agreed to contribute.
Response – Ignore the person as much as possible and sit far away from him in meetings.
2. Ineffective 
5. Effective 
QUESTION 25
Situation – You work on a “flex-time” schedule, sometimes when your supervisor is not present.
A serious system interruption has occurred so you decide to seek guidance from the help-desk
to resolve the problem quickly. The help-desk is short-staffed and the person taking your call
tells you to contact your supervisor if this is an emergency.
Response – Treat the help-desk person in a professional manner to ask again when they can
help you fix things to re-start the system.
12

2. Ineffective 
5. Effective 
QUESTION 26
Situation – In a new job and with no training for the position, your workload becomes
increasingly heavy because of staff shortages in the unit. The pressure and extra hours are
starting to affect your health. Your supervisor also seems overwhelmed.
Response – Go to your supervisor with suggestions on how to improve efficiencies across the
unit.
2. Ineffective 
5. Effective 
QUESTION 27
Situation – In your client service role, a new client calls frequently demanding minute details on
how to carry out her contract work for your organization. You are polite and seek out information
to answer questions if you cannot respond immediately. When you need an update from her on
progress with major tasks, she does not respond despite several email reminders.
Response – Send her another email and copy your supervisor, to set a new deadline.
2. Ineffective 
5. Effective 
13

QUESTION 28
Situation – As a participant on a team exploring reorganization options for your large unit, a new
person chosen for the team by the team leader challenges your opinions and often suggests
opposite approaches to issues from those you put forward. You are worried that this undermines
your credibility with other team members.
Response – View his comments as constructive and be sure to have evidence for your ideas.
2. Ineffective 
5. Effective 
QUESTION 29
Situation – A longstanding program your organization administers that provides benefits to

community members in need is being evaluated by your team. Your own analysis of details
underlying how the program was set up reveals a flaw in how benefits were calculated since the
last program review. To rectify the matter with clients is not expensive, but the organization’s
reputation will suffer because of the error.
Response – Explain the problem thoroughly to your team members at the next meeting and ask
what they think should be done.
2. Ineffective 
5. Effective 
QUESTION 30
Situation – A hiring process is underway and you are handling procedures carefully according to
the organization’s guidelines. Someone your supervisor knows has submitted her application
and he asks you to screen her into the interview without checking credentials.
Response – Do as the supervisor requests and assume that the interview will determine her
suitability whether or not her application is reviewed.
14

2. Ineffective 
5. Effective 
QUESTION 31
Situation – The team you have led for a few months is functioning well but some members are
inexperienced and need training, in your judgement. The previous team leader had ignored
development issues for team members. You know that funds for most expenditures are limited
because your supervisor always mentions that to everyone.
Response – Plan the draft of a proposal for training funds to your supervisor to address learning
gaps of team members who you feel have the greatest need.
2. Ineffective 
5. Effective 
QUESTION 32
Situation – An administrative assistant who works for your supervisor is assigned to work with
you and several others in the unit on a task the supervisor is doing for senior management. The
person takes you aside to complain about how the supervisor has already overloaded him with
work.
Response – Tell the administrative assistant that he should do the best he can to manage his
workload despite the demands he is experiencing, which you understand.
2. Ineffective 
5. Effective 
15

QUESTION 33
Situation – You work on a small, leaderless team created by the supervisor of your unit to make
recommendations to her on staff technology needs. The subject is complex and team members
each have different ideas on what issues should be top priority. The deadline for the team’s
recommendations is at the end of next week.
Response – Contact all team members to set up a special meeting this week focused on
determining how to rank the issues the group has discussed.
2. Ineffective 
5. Effective 
QUESTION 34
Situation – Budget cuts have been decided by senior management and your supervisor has to
implement them. He tells you, as his new administrative assistant, to contact everyone in the
unit in writing to deliver the news.
Response – Let the supervisor know you will do as instructed but that you want him to review
your outgoing letter to staff.
2. Ineffective 
5. Effective 
QUESTION 35
Situation – Your unit provides information to clients about the services your organization
delivers. It is always busy and often stressful work. A co-worker who sits beside you has been
short-tempered on several client calls that you have overheard.
Response – Go to your supervisor to ask how to handle your concerns for the clients and about
your co-worker’s behaviour.
16

2. Ineffective 
5. Effective 
QUESTION 36
Situation – On the team you lead, the work done by you and five colleagues is critical to meet
the expectations of your supervisor and the organization. Missed meetings and deadlines by
one team member are starting to add up, and two others on the team have contacted you
individually to complain and request that you act to ensure everyone contributes equally.
Response – Tell the two that you are aware of the situation and will speak to the individual to
clarify factors causing the problem.
2. Ineffective 
5. Effective 
QUESTION 37
Situation – The leader of the team you have just joined likes the trial–by-fire approach. She
assigns you to write the monthly minutes to management due next week that show the team’s
progress and accomplishments on the important project it was created to evaluate. You are
pleased to do the work but not yet comfortable with all the details to deliver a good job.
Response – Go to the person who has served on the team the longest and ask her advice.
2. Ineffective 
5. Effective 
17

QUESTION 38
Situation – Your organization has been amalgamated with another and has taken a new
direction. The team you work with now has increased responsibilities to brief executives on
more subjects than previously on the agenda. In the absence of your ill supervisor and with a
deadline to produce more information, team members are unclear how to move ahead.
Response – Develop briefing notes yourself for the new subjects so your colleagues can focus
on the usual things they know.
2. Ineffective 
5. Effective 
QUESTION 39
Situation – The relationship with a client of your organization is deteriorating. Your supervisor
assigns you to step in with the client in place of your colleague who dealt with them before and
showed little interest in his responsibilities.
Response – Contact the client directly to introduce yourself and open a dialogue about what
they do and how you can help.
2. Ineffective 
5. Effective 
QUESTION 40
Situation – A demanding responsibility in your unit is for everyone to contribute in producing

detailed month-end reports on time for your supervisor to send to senior executives. An
experienced colleague in the unit who is retiring next year has begun to let his performance slip,
frequently making extra work for yourself and others to produce quality information in a timely
manner for the reports.
18

Response – Speak to the person about his morale and recent workload.
2. Ineffective 
5. Effective 
QUESTION 41
Situation – Several teams are being created in your unit by the supervisor. The one you now
lead is assigned to develop a training-needs profile for all staff in the unit. The backgrounds,
current responsibilities and previous training experience for everyone are different. The exercise
is complex and has a deadline at the end of next month.
Response – Brainstorm with your team to explore how to gather information from people on
their needs, and a process to consolidate input.
2. Ineffective 
5. Effective 
QUESTION 42
Situation – Because of reorganization, a number of people are new to the unit. A colleague
assigned to do orientation sessions with newcomers is highly critical of management and of
supervisors across the organization. A negative atmosphere and poor morale are starting to
show.
Response – Speak to the colleague about the need to engage in proper “messaging” with new
staff.
2. Ineffective 
5. Effective 
19

QUESTION 43
Situation – You and a colleague were assigned by your team leader to attend an information
session put on by specialists in your organization about innovative products in the marketplace.
Instead of attending, the colleague took the day off. She wants you to brief her on what
happened before the next team meeting.
Response – You give her your notes and ask her to keep quiet about receiving them because
you know she neglected the assignment but want to help her.
2. Ineffective 
5. Effective 
QUESTION 44
Situation – A longstanding client has a new person dealing with you on their service requests.
He seems not to understand the details you need to respond correctly and has not answered
your requests for additional information on some small orders he placed.
Response – Based on your previous work with his knowledgeable predecessor, make
judgements about what is required to provide the services you think are needed.
2. Ineffective 
5. Effective 
QUESTION 45
Situation – Your organization is large and dynamic, and the pace at which people operate is
hectic. As a new employee, learning how to function well is difficult and colleagues seem too
preoccupied with their work to answer your questions helpfully or provide any advice. This also
applies to the experienced person with whom you share an office.
Response – Request your office roommate to schedule a meeting with you at her convenience
to go over issues you will provide in advance.
20

2. Ineffective 
5. Effective 
QUESTION 46
Situation – The special advisor to the senior executive in your organization is frequently in
contact with you and your unit colleagues on urgent matters. Despite always dealing with these
situations professionally in addition to their regular workload, everyone is treated in an
aggressive, demeaning manner by the special advisor.
Response – Tell your supervisor about the negative impact the special advisor’s behaviour is
having on all staff and ask to be transferred if things do not improve.
2. Ineffective 
5. Effective 
QUESTION 47
Situation – A new member on your team of specialists was hired recently, added to your team
by the supervisor, and told to develop his skill set. The new person is hard-working but makes
mistakes often that affect the team’s output and reputation.
Response – Tell the new team member to go to the supervisor and ask about training which he
feels he needs to help the organization.
2. Ineffective 
5. Effective 
21

QUESTION 48
Situation – Since recent budget reductions, many staff report to more than one supervisor and
have to do different kinds of work. Your two supervisors are stressed because of increasing
workload, and their demands often compete for your time. Recently the situation has become
overwhelming for you and affects your ability to manage your workload.
Response – Ask others at your level whether they are experiencing similar anxieties and how
they cope.
2. Ineffective 
5. Effective 
QUESTION 49
Situation – At a conference for your organization’s clients, you are on a panel to discuss new
services your unit will be providing. In the middle of your opening remarks a person in the
audience interrupts to ask about services of a different type that are no longer available. Despite
responding briefly and asking to defer the question until after all panelists have spoken, he wants
an answer because he has to leave soon. The situation is awkward and all eyes are on you.
Response – Hold firm on moving the panel’s agenda forward as planned, but indicate you will
talk with the person individually once your introductory comments are completed.
2. Ineffective 
5. Effective 
QUESTION 50
Situation – Your supervisor has called a meeting to discuss arrangements for a group lunch on
the 30th anniversary of your organization’s establishment as a government agency. A few in the
unit are enthusiastic, several seem bored, and one person asks to be excused because of a
previous commitment. You are new to the group.
22

Response – Interject to ask for background details about the organization’s history as a means
to try to extend the meeting and discussion.
2. Ineffective 
5. Effective 
QUESTION
51. Situation – As the staff member feeding information to your supervisor from various units in
the organization with which she needs to interact, the results of your contacts with different unit
supervisors are mixed. Some supervisors are knowledgeable and make time to meet you, while
others are hard to reach and provide vague details hurriedly when you do meet.
Response – Carry on regular contacts with the mindset that over time you will get all supervisors
on board and contributing what is needed for your supervisor.
2. Ineffective 
5. Effective 
QUESTION 52
Situation – The supervisor has assigned you and a senior colleague to review a program and
designated the senior person as informal head of the two-person team. The colleague knows
the work and the experience is helpful to you but he often fails to share with you information that
he provides to the supervisor.
Response – Ask the supervisor to clarify your role and tell the senior colleague that you want
access to all his information.
2. Ineffective 
5. Effective 
23

Public Service Entrance Exam - Sample Test Answers
Question Answer Your Comments
1) Very effective 6
2) Ineffective 2
3) Ineffective 2
4) Effective 5
5) Effective 5
6) Very ineffective 1
7) Somewhat ineffective 3
8) Very effective 6
9) Ineffective 2
11 Somewhat effective 4
13) Very effective 6
16) Somewhat effective 4
18) Effective 5
23) Ineffective 2
24

Question Answer Your Comments
27) Ineffective 2
28) Effective 5
29) Effective 5
34) Ineffective 2
36) Effective 5
37) Ineffective 2
39) Effective 5
45) Effective 5
47) Ineffective 2
25

4-PSEE STUDY KIT Subtest 2 v14 Supplement

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

4-PSEE STUDY KIT Subtest 2 v14 Supplement

Uploaded by

Copyright:

Available Formats

PSEE STUDY KIT SUPPLEMENT

205 - 404 Laurier East T: (613) 567-9229 E: info@foreignserviceexamprep.com

© Copyright 2013, FSECC Inc. All rights reserved

Note: All background information, government instructions, our test-taking tips

SECTION I – SAMPLE SUPPLEMENTARY PSEE JUDGEMENT QUESTIONS .......... 3

SECTION II – ANSWERS TO SAMPLE JUDGEMENT QUESTIONS .......................... 24

205 - 404 Laurier East T: (613) 567-9229 E: info@foreignserviceexamprep.com

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

Situation – Because of increasing client demands, a cross-organization team was set up on

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

Response – Go to the supervisor and ask to be reassigned.

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

Situation – To work on a cross-functional assignment with another branch located in an old

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

Situation – Information about your organization’s achievements is communicated by your unit

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

Situation – A longstanding program your organization administers that provides benefits to

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

© Copyright 2013, FSECC Inc. All rights reserved

How effective is this response?

How effective is this response?

Situation – A demanding responsibility in your unit is for everyone to contribute in producing

© Copyright 2013, FSECC Inc. All rights reserved