Question 1 of 25

What is the first step in resolving a conflict?


Refer to the team charter.

Talk to another team member about it.

 Acknowledge the conflict.

Correct

You cannot resolve a conflict without acknowledging it first.


Ignore the problem and go on about as usual.

Question 2 of 25
When should collaborative expectations be set?


after finishing the project

just before the project deadline

 when formulating the team charter

Correct

These expectations must be established in the team charter, which in turn is

established before a project is started.

Question 3 of 25
Half of a team works remote and half works onsite, dispersed in three time zones.
When they create a team charter, what is the least likely expectations element
needed in their project charter?


aligned expectations

 clear expectations

 personality expectations

Correct

This is not included in the charter, but the team can define their expectations
and dive deeper into how they can work best together.


documented expectations

Question 4 of 25
What action is MOST important when working with a virtual team?


Create virtual spaces and time for conversations and asking good questions.

 Document everything using an agreed upon method that is easily accessible

for everyone on the team.

Correct

Over Communication keeps everyone informed and prevents time being spent
on checking different communication platforms to find necessary information.


Take the extra time to build connections with your colleagues.

Use the right technology for the task.

Question 5 of 25
What should you try to avoid?

 always scheduling virtual meetings based on the majority of the team's

availability

Correct

While it will be tempting to always schedule based on the majority's

availability, try to keep everyone's needs in mind.  If you can alternate times so
 that meeting times don't always inconvenience the same people, that would
be ideal.


staging how you will look on-screen to the audience

always initiating the virtual meetings early to check technology

sharing the meeting agenda in advance of the meeting

Question 6 of 25
What do you call the difference between what you say and what you actually do?


credibility

social loafing

 the say-do gap

Correct

If you want to be a high-functioning team, you should strive to eliminate the

say-do gap altogether.


distrust

Question 7 of 25
Why is the LESCANT model important in international business settings?


It helps you consider cultural conflicts that may arise due to geopolitical
issues.

 It helps you consider cultural issues that can arise in professional

communication.

Correct

Communicating across cultures can be difficult. The LESCANT model boils

down some of the common points of conflict.
 
It helps you consider communication issues that can arise in vertical business
communication.

Question 8 of 25
A team is losing trust in their leader and questioning his credibility because he does
not follow through. What would you tell the leader to do?


Increase the team's opportunity for sharing opposing viewpoints.

 Get rid of the say-do gap.

Correct

The leader should be following through on what he says and is committed to,
versus ignoring the team's needs.


Get back to micromanaging the team.

Question 9 of 25
What is NOT an example of trust that can be seen in high functioning teams?


trusting each other's intentions

 trusting team members to compensate for your lack of productivity

Correct

Trusting team members to compensate for your lack of productivity will result
in broken trust within the team. It is not the responsibility of your team
members to pick up your slack.


trusting that the teammates know how to get the work done

trusting that teammates will follow through

Question 10 of 25
Which of these is NOT part of the LESCANT acronym?


Language

Social organization

 Trade offs

Correct

The "T" in LESCANT stands for "time", referring to people's different

approaches to scheduling and timing.


Authority

Question 11 of 25
To help build and maintain trust, leaders can reduce the say-do gap and try to _____
promise and _____ deliver.

 under; over

Correct

People are rarely disappointed if you under-promise and over-deliver. We

generally like it when our expectations are exceeded.


over; under

never; always

always; always

Question 12 of 25
What would you conduct AAR after a project's completion?


If survey results are negative, the team can always pivot and make
adjustments in real time.

 There is no benefit to AAR if the project results are negative.

 Learning from success and failure helps the team grow and allows success to
be replicated in the future.

Correct

After-action reviews are important for establishing long-term success, long

after a particular project is completed.


Everyone will have a chance to share their ideas.

Question 13 of 25
High-functioning teams often have three roles for meetings. What are they?


Consultant, Participant, Recorder

 Convener, Recorder, Monitor

Correct

Keep in mind, these roles do not need to be tied to your functional roles in
the organization.


Consultant, Convener, Recorder

Convener, Participant, Monitor

Question 14 of 25
All of these statements about team accountability are true EXCEPT:

 Consequences should always be punitive.

Correct

This is not necessarily true. There should be positive consequences when your
team achieves something of significance or finishes something ahead of
schedule.
 
It's important for team members to understand why a task is important.

Team members should agree on the consequences for failing to meet group
expectations.

Question 15 of 25
Cultural differences can affect how team members _____.


engage with authority

prioritize individualism versus collectivism

utilize non-verbal cues

 all of these answers

Correct

All of these things are taken into consideration in the LESCANT model.

Question 16 of 25
What should you do when a team member fails to meet an expectation?

 Take group accountability.

Correct

You will want to have consensus on this matter, so it should be discussed at

the start of your project.


Point fingers.

Gloss over the reason for the task.

Question 17 of 25
What is the best time to share critical feedback?
 
publicly, at a time that is convenient for both parties

privately, as soon as the team leader is available

publicly, so that the whole team is aware that the situation is being addressed

 privately, at a time that is convenient for both parties

Correct

You want to establish the conditions for a comfortable and productive

conversation.

Question 18 of 25
You are the team lead for Project Stream. Which action would you take first in setting
expectations with your team?


Create a team charter.

 Set shared goals.

Correct

You would want to start by collaborating with the team in establishing

common goals for your work together.


Design a RACI matrix.

Develop conditions of satisfaction.

Question 19 of 25
What question should NOT be asked when addressing accountability?


Who will take the lead in finishing the task?

When is it due?

 Who is to blame?
 Correct

Blaming teammates can lead to resentment down the line. The group is held
accountable for the entire project, therefore the team should celebrate the
wins together and learn from the mistake together.


What needs to be done?

Question 20 of 25
What is NOT a benefit of the RACI matrix?


improving team efficiency

reducing redundancies or overlaps

coordinating your team's efforts at multiple levels

 determining scope of the project

Correct

The purpose of the matrix is to keep each other informed and collectively hold
each other accountable. The scope of the project should be determined
before working on the RACI matrix.

Question 21 of 25
Which example best follows the SBI framework?


Your presentation the other day was very underwhelming. It was obvious you
did not put in enough effort. You should work on your presentation skills in
the meantime.

Your sales calculations are wrong and the reports need to be redone. I really
disliked how you wrote your report. Do better.

I saw that your sales calculations were wrong on the report you submitted the
other day. Fred told me you were not paying attention during the training
 when we went over this. Fred thinks you need to put in more effort into your
work.

 During this morning's project presentation, I noticed that your presentation

slides had spelling and grammar mistakes. My supervisor was present and I
am concerned that it will reflect poorly on us as a team.

Correct

This feedback is made following the SBI framework and is constructive. It

includes situation, behavior, and impact.

Question 22 of 25
You need to give positive feedback to one team member, and constructive feedback
to another team member. Which framework would you use to deliver both types of
feedback?


the SBC framework

the RACI framework

the 360-degree framework

 the SBI framework

Correct

This framework enables you to deliver either type of feedback, based on the
situation, behavior, and the impact of the behavior.

Question 23 of 25
In a RACI matrix, which role has the authority and resources to approve decisions?


Responsible

Consulted

 Accountable

Correct
 This person is held responsible by management, has the authority on whether
a task is a go or no-go, and has resources to do the task.


Informed

Question 24 of 25
What is the most appropriate response to receiving feedback?

 Thank them for the feedback, and then ask clarifying questions.

Correct

Feedback should be thought of as a gift; be polite to the person who gave it.
Only ask clarifying questions if it's absolutely necessary for you to understand
what is being said.


Thank them for the feedback, and then defend your actions.

Explain what happened, defend your actions.

Respond with criticism and make excuses.

Question 25 of 25
What is NOT a function of a team charter?

 identifying who will be on the team

Correct

This will already have been decided.


setting ground rules for team meetings

outlining how the team will collaborate together

detailing how decisions will be made