MO221 FINAL EXAM QUESTIONS WITH VERIFIED SOLUTIONS GRADED A+
How to Build and Rebuild Trust - Answers Frei's talk
We are more likely to trust others when - Answers 1. We sense they are being authentic
2. We believe their logic is sound
3. We believe they empathize with us
How should you build trust? - Answers 1. Don't pretend to be someone ur not
2. Be upfront with people (and start with your point)
3. Avoid distractions when you're around others
Psychological Safety - Answers Members of highly successful teams and organizations all say
that they feel comfortable sharing their honest ideas and taking risks
Benefits of psychological safety according to Edmonson - Answers 1. Preventing errors: both
mistakes and "near-misses" are reported
2. Creativity and innovation: people don't feel compelled to "fit in"
3. Inclusion: everyone has a voice, even when they lack power
Tips to create a psychologically safe team environment - Answers 1. Encourage open
discussion
2. Suggest a bad ideas brainstorm
3. Ask clarifying questions
4. Use generative language
Team cohesiveness - Answers The degree of attraction people feel toward the team and their
motivation to remain members
Causes of team cohesiveness - Answers 1. Member Similarity
2. Member Interaction
3. Team Size
4. Somewhat Difficult Entry
5. Team Success
6. External Challenges
, Decision Making - Answers the conscious process of making choices among one or more
alternatives with the intention of moving toward some desired state of affairs
Three key steps in decision making process - Answers 1. Problem identification
2. Making the decision
3. Evaluating the decision
Paralyzed by choice - Answers Decision makers are less likely to make any decision at all as the
number of options increases
Anticipatory regret - Answers The distress felt about making a bad decision before the decision
is made
Models of decision making - Answers Concurring, Majority Rules, Consensus
Concurring - Answers Everyone fully agrees to the decision
Majority Rules - Answers Take a vote, and the majority wins regardless of the strength of those
opposed
Consensus - Answers Everyone is comfortable going forward and agrees not to block or
undermine the decision even if they don't fully agree
What conditions contributed to the "Saving Fukushima" team to make the right decisions? -
Answers 1. An environment of trust and respect in management's decision-making
2. Commitment to solving the problem
3. The ability to think creatively under pressure
4. The recognition of when new expertise is needed
Saving Fukushima: Team Super Power - Answers Resilience engineering
Resilience Engineering - Answers An attitude of adapting oneself to the requirements of the
moment
Four necessary abilities for Resilience Engineering - Answers 1. Learn from the past
2. Respond to what is happening in the present
3. Observe to respond accurately
4. Anticipate to know what will likely happen next
Process losses - Answers when groups perform worse than expected based on the
characteristics of the individuals in the group
How to Build and Rebuild Trust - Answers Frei's talk
We are more likely to trust others when - Answers 1. We sense they are being authentic
2. We believe their logic is sound
3. We believe they empathize with us
How should you build trust? - Answers 1. Don't pretend to be someone ur not
2. Be upfront with people (and start with your point)
3. Avoid distractions when you're around others
Psychological Safety - Answers Members of highly successful teams and organizations all say
that they feel comfortable sharing their honest ideas and taking risks
Benefits of psychological safety according to Edmonson - Answers 1. Preventing errors: both
mistakes and "near-misses" are reported
2. Creativity and innovation: people don't feel compelled to "fit in"
3. Inclusion: everyone has a voice, even when they lack power
Tips to create a psychologically safe team environment - Answers 1. Encourage open
discussion
2. Suggest a bad ideas brainstorm
3. Ask clarifying questions
4. Use generative language
Team cohesiveness - Answers The degree of attraction people feel toward the team and their
motivation to remain members
Causes of team cohesiveness - Answers 1. Member Similarity
2. Member Interaction
3. Team Size
4. Somewhat Difficult Entry
5. Team Success
6. External Challenges
, Decision Making - Answers the conscious process of making choices among one or more
alternatives with the intention of moving toward some desired state of affairs
Three key steps in decision making process - Answers 1. Problem identification
2. Making the decision
3. Evaluating the decision
Paralyzed by choice - Answers Decision makers are less likely to make any decision at all as the
number of options increases
Anticipatory regret - Answers The distress felt about making a bad decision before the decision
is made
Models of decision making - Answers Concurring, Majority Rules, Consensus
Concurring - Answers Everyone fully agrees to the decision
Majority Rules - Answers Take a vote, and the majority wins regardless of the strength of those
opposed
Consensus - Answers Everyone is comfortable going forward and agrees not to block or
undermine the decision even if they don't fully agree
What conditions contributed to the "Saving Fukushima" team to make the right decisions? -
Answers 1. An environment of trust and respect in management's decision-making
2. Commitment to solving the problem
3. The ability to think creatively under pressure
4. The recognition of when new expertise is needed
Saving Fukushima: Team Super Power - Answers Resilience engineering
Resilience Engineering - Answers An attitude of adapting oneself to the requirements of the
moment
Four necessary abilities for Resilience Engineering - Answers 1. Learn from the past
2. Respond to what is happening in the present
3. Observe to respond accurately
4. Anticipate to know what will likely happen next
Process losses - Answers when groups perform worse than expected based on the
characteristics of the individuals in the group
