Question 1

Why communications?&#10;A) All&#10;B) Communications supports management objectives&#10;C) Good communications is a skill that can be learned&#10;D) You will feel better about yourself if you are a better communicator&#10;E) Life skill also good in other areas outside work

Accepted Answer

Communications is fundamental for various reasons: it supports management objectives by facilitating clear and effective dissemination of information; it is a skill that can be learned and improved upon, which enhances personal and professional development; being a better communicator can boost self-esteem and confidence; and it is a versatile life skill valuable in numerous contexts beyond the workplace.

Question 2

What don't you need for communication to take place&#10;A) Being able to see the person&#10;B) Some discipline&#10;C) Awareness&#10;D) A reason

Accepted Answer

Seeing the person is not a necessity for communication to occur, as communication can happen through various means such as audio, text, or sign language, without the need for visual contact.

Question 3

Category of barriers to communication (think question, not covered specifically!)&#10;A) Human and Physical&#10;B) Right and wrong&#10;C) Ones you can ignore or not&#10;D) Their problem and Your problem

Accepted Answer

Human and Physical barriers are recognized categories that encompass the various obstacles that can impede effective communication. Human barriers relate to personal skills, emotions, and perceptions, while Physical barriers are external factors like noise and distance.

Question 4

What percentage of a message is conveyed non-verbally?&#10;A) 70%&#10;B) 90%&#10;C) 50%&#10;D) 40%

Accepted Answer

According to studies by Dr. Albert Mehrabian, 93% of communication is nonverbal (55% body language, 38% tone of voice), leaving 7% to actual words used. The 70% figure is a rounded approximation commonly cited in discussions about nonverbal communication's impact.

Question 5

In Maslow's hierarchy of needs what is the lowest level?&#10;A) Safety&#10;B) Love/belonging&#10;C) Esteem&#10;D) Self-actualization

Accepted Answer

The lowest level in Maslow's hierarchy of needs is the physiological needs, which include basic needs like food, water, shelter, and sleep. Safety needs, such as security and stability, come next. Love and belonging, esteem, and self-actualization needs are higher up in the hierarchy, and individuals must first satisfy the lower level needs before they can move on to the higher levels.

Question 6

In every day motivational techniques we would say:&#10;A) These are the basis of your leadership style&#10;B) Incorporate these into you routine when you see a problem&#10;C) Are not really suited to most people&#10;D) Are malarkey, to motivate people kick them where the sun don't shine!

Accepted Answer

Choice A aligns with the prompt by acknowledging that the listed motivational techniques are a foundation for a leadership style. Choices B and D are not appropriate as they promote aggression and do not offer constructive ways to overcome challenges. Choice C is incorrect as the listed techniques can be useful for most people.

Question 7

If the intervention type techniques are so powerful why not do them all the time?&#10;A) They stop working after a while&#10;B) They are too hard to keep up&#10;C) Try free stuff, that works all the time&#10;D) Interventions are for sissies, to motivate people kick them where the sun don't shine! Every day.

Accepted Answer

Intervention techniques, like any other approach, can lose their effectiveness over time if overused. It's important to use a variety of techniques and strategies to keep motivation and engagement high. It's also important to know when to use specific techniques, as not every situation requires an intervention. Additionally, it's essential to tailor interventions to individual needs and circumstances.

Question 8

What is the real trick to success with small projects?&#10;A) Keeping them alive (remembering them)&#10;B) Publicizing them&#10;C) Getting time to do them&#10;D) Getting resources

Accepted Answer

Keeping small projects alive and actively working on them is crucial to their success. It is easy to lose sight of smaller projects when larger projects or day-to-day tasks take priority, but consistent effort and attention is necessary for them to thrive. Publicizing and obtaining resources are also important, but they become irrelevant if the project is not being actively worked on and developed. Getting time to do them can be a challenge, but prioritization and time management can help ensure that small projects are given the attention they deserve.

Question 9

Why are small improvement projects a good idea even if the project fails?&#10;A) With projects you get to fail forward, take ground toward your goal you wouldn't have anyway&#10;B) They are, by definition, small so its OK&#10;C) Failure makes people humble and easier to manage&#10;D) Failure builds character

Accepted Answer

Small improvement projects allow for experimentation and testing without risking too much resources or time. Even if the project fails, valuable lessons and insights can be gained, helping to move forward towards achieving goals. This process of learning from failure and using it to improve is known as failing forward.

Question 10

Why 1% for DE and Lean projects?&#10;A) Any more and your work execution system will be overwhelmed&#10;B) Sounds like someone studied it or made it up&#10;C) To much and people get boring&#10;D) Leave so defects for night shift

Accepted Answer

1% is a conservative target for defect rate in DE and Lean projects. Any more defects than 1% can indicate problems with the work execution system and may overwhelm the team. It also aligns with the goal of continuous improvement, as striving to eliminate as many defects as possible is a fundamental principle of Lean methodology.

Deck 4: Company Culture