Professional Documents
Culture Documents
GroupExercise1 Recomendations
GroupExercise1 Recomendations
Contents
AssessmentDay
Practice Aptitude Tests
SECTION 1: Example Exercise Discussion Points
In this section we present some example discussion points which could come up during this
group exercise. These points are designed to get you thinking about your own responses
and how you might react to other people’s ideas. This section should not be considered a
‘model’ answer as there will be numerous other suggestions and outcomes from the same
group exercise which are equally appropriate. Indeed, group exercises are designed not to
have one right answer, but to promote the discussion of ideas and resolution of differing
viewpoints. You may well come up with other ideas to ours, but much more important than
the ideas themselves are how you come up with them and how you interact with the group
to reach agreement.
Positive Implications:
- Decreasing Imugen’s carbon footprint will help improve the company’s environmental record and
may save money through more efficient energy use. Recommendation: Ensure that Imugen
facilities are well insulated, preventing unnecessary heat loss and energy expenditure, lowering
carbon footprint.
-Cooperation with indigenous peoples may improve the company’s image, help avoid legal action
from indigenous peoples and may also enable dialogue in order to gather intelligence on the local
area. Recommendations: Send a corporate representative fluent in the local language to request
permission and engage in a dialogue with the local and indigenous people, and only begin research
with their consent.
-Launching environmental charities will help improve Imugen’s environmental record, may provide
an avenue for tax relief and may improve public relations status/ image. Recommendations: Bring
in experts in the field of environmentalism/sustainability to aid in the formation of new charities
and allot a budget to begin the charities operations.
-Environmental initiatives and indigenous/local people’s friendly practices will have a positive effect
on the environment and the lives of many people. Recommendation: Commit to these practices on
a long term basis to maximise the positive effect on stakeholders.
Negative Implications
-High profile environmental practices may give the impression of green-washing, making the media
cynical towards the intentions of the new initiatives. Recommendations: Avoid intentionally seeking
high publicity for new environmental initiatives, instead subtly raise awareness of these initiatives,
letting the media discover these actions independently.
- Relying on the consent and cooperation of indigenous and local peoples would mean more red
tape in research processes. Similarly, the indigenous population would have the right to stop
research programs from happening at all. Recommendations: Compensate local and indigenous
people for their cooperation and maintain regular dialogue to ensure a relationship is built between
Imugen and the local people, gaining mutual trust.
-Starting environmental charities is a time consuming process and Imugen may not have the
required knowledge of environmentalism and sustainability to successfully run such a charity.
Recommendation: Seek the help of experts in the field and once the charity is set up, fund the
charity’s operations through donations both from Imugen and other organisations/individuals as
Negative implications:
-Lower risk tobacco product users may be lulled into a false sense of security, and begin smoking
more often, negating the benefits or even increasing the risk.
-Entering the tobacco industry may lead to negative public relations effects. Imugen has tasked
itself with focusing on social responsibility, and has traditionally produced products to improve
health, not put people at risk of illness. Entering the tobacco industry would undermine the public
relations work which has been done.
-Lower risk tobacco could make smoking more socially acceptable, increasing the number of
smokers and therefore increasing the incidence of smoking related illnesses around the world.
-Bioethics groups and anti-smoking groups could target Imugen and Imugen’s operations, launching
smear campaigns and negatively impact Imugen’s reputation.
-As with other major companies in the tobacco industry, individuals may attempt to launch lawsuits
against Imugen demanding compensation for illness developed as a result of smoking. Although
these individuals are unlikely to win such a lawsuit, this will result in lengthy legal processes and
substantial legal fees.
-Many anti-smoking laws inhibit the advertisement of tobacco products, making the product
difficult to introduce into the market.
-Production of genetically modified lower risk tobacco would be more expensive than traditional
tobacco due to the cost of recombinant DNA technology, possibly putting off consumers.
-With laws limiting tobacco use being implemented in increasing numbers, the tobacco industry
may be facing significant future problems, which Imugen would be subject to if they choose to enter
the market.
-In certain jurisdictions, laws limiting advertising for tobacco products may affect Imugen’s ability to
advertise non-tobacco based products, due to being a company that produces tobacco products.
This section identifies the key competencies an assessor will typically measure during this
group exercise, and a list of behavioural indicators highlighting that competency. The
competency framework in this exercise is designed to be typical of a real group exercise.
The first list describes positive indicators of that competency, showing behaviours which
indicate a high level of competence. The second list describes negative indicators of that
competency, showing behaviours which actively demonstrate a lack of that competence.
The following competencies are assessed in this exercise:
• Consideration
• Interpersonal skills
• Teamwork
• Initiative
• Decisiveness
• Problem solving
Engages with all members of the team and addresses each team member in a personal
fashion
For example you could ensure that you learn the names of each team member, and
subsequently refer to each team member by their name.
Is able to handle interpersonal issues such as low morale, tension and conflict within the
group.
For example you could actively try to rally support by providing encouragement, help put
everyone at ease and act as a mediator between two arguing team members. Motivating
the group is a great way to avoid tension, low morale and conflict due to awkward silences
and feelings of unease.
Encourages participation from the entire team and does not show favouritism towards one
or more team members.
For example you could try and make sure that everyone is listened to in turn, without leaving
certain team members out of the process. Naturally you will feel more inclined towards
certain people than others, however getting everyone involved is essential to the exercise.
Is strategic in the choice of words, phrases and sentences used, in order to avoid causing
conflicts.
For example you would avoid using direct criticism of a team member or their ideas, and
instead provide constructive feedback. Conflict is likely to occur if you simply rubbish a
person’s ideas, instead provide constructive criticism or critique.
Acts bluntly, rudely or is dismissive of the ideas generated by other team members.
For example you may directly state that a team member’s idea is bad, ineffective or
intentionally ignore a point raised.
Focuses on their own personal ambitions and aims, with little or no regard for the rest of the
team.
For example you could act to “impress” assessors by trying to show off at the expense of
other members of the team.
Does not take into account the “human” considerations of the task or of the group.
For example during the exercise you may fail to take into account the people side of making
organisational decisions. Similarly during the exercise you may not take into account the
feelings of your team members.
Does not react to signals from other team members that are not happy with the progress of
the exercise.
For example your team members may be giving subtle hints and signals to you to encourage
you to change your behaviour during the exercise.
Uses body language and nonverbal communication to highlight that they are listening
For example you could ensure that you maintain eye contact with the person whom you are
talking to, and position yourself so that you are facing them directly. Nodding when a team
member is talking to you helps make them aware that you are listening.
Provides team members with the time and space to express their points
For example, you could try not to interrupt team members when they are speaking, and
allow them time to make their points. Interrupting, even to show agreement with a point
raised may put off the team member, preventing the flow of ideas.
Ignores the contributions of others and instead solely gives their own points
For example you may choose to not include the contributions of other team members, and
instead try to market only your solutions.
For example you may try to talk over or try and stop candidates making their point in order
to make yours.
Shows a greater concern for the group rather than for self-interest.
For example you could focus on working as a team rather than trying to compete with other
team members (this is certainly true for group exercises where participants are not assigned
roles; sometimes you will be asked to negotiate the best outcome for your character). You
should be open to changing your mind on an issue if the team present a solution which
appears to satisfy the brief and has been argued strongly.
Listens to the points of others and gives constructive feedback when appropriate.
For example you could pay close attention to points raised by others and politely help refine
those points using your own knowledge and expertise. If an idea put forward doesn’t satisfy
an aspect of the brief, you should point this out without being dismissive or critical.
Actively tries to improve and maintain morale and enthusiasm within the group.
For example you could try and encourage a more open and collaborative environment and
avoid letting the group feel tense and uneasy. Sometimes the atmosphere can get tense, and
if you add a light-hearted comment with a smile this helps to keep the group as a
collaborative team.
Is overly critical and/or frequently disagrees with other members of the group.
For example you could have been rude to other team members when voicing a
disagreement.
Is able to steer the direction of the meeting, helping the group address different
issues
For example you could ensure that all the necessary topics are discussed and solutions are
systematically provided. This might include recognising when someone is about to go off on
a tangent to the problem in hand, and bringing them back to the most important issues.
Seeks to address conflicting opinions within the group in order to reach a common
agreement
For example you could try and find common ground between opposing team members.
Conflict can be costly, and may lead to wasted time.
Can identify a good idea or solution quickly and readily incorporates it into a
practical solution
For example you could say something like “so given this is the best idea, the next step for
implementing it could be…”
Moves on swiftly from issues which the group has agreed upon
For example you could summarise and conclude main points to allow the discussion to focus
on something new.
Holds the group back from coming to conclusions and moving on to new issues
For example you could have tried to keep the discussion on one area when the group was
trying to progress the discussion.
Thinks and acts objectively and does not make decisions based on subjective biases
For example you could avoid basing decisions on stereotypes, gut feelings and biases. It is
recommended that you try to utilise the facts presented in order to make decisions, and
recognise when there is insufficient information to make a decision objectively.