BUSINESS NA Wharton Coursera Business Financial Modeling Quiz. Module 1 to module 4 50 Questions and Answers. University of Pennsylvania

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Module 1 Quiz: Comparisons, Cooperation, and Competition Quiz, 10 questions Question 1 1 point 1. Question 1 Peter, Angela, and Opie work together at the Pawtucket Brewery. They worked closely a... s a team to promote Pawtucket new craft beer. They started working at Pawtucket the same year and they often socialize together. At the end of the year, Opie was selected as the employee of the month. Peter has really worked hard and had hoped to be promoted. When he compares his position to Opies, he makes a(n): Upward social comparison. Downward internal comparison. Downward social comparison. Upward internal comparison. Question 2 1 point 2. Question 2 In the latest marketing campaign for Pawtucket’s craft beer, Bonanza Brew, demand far exceeded supply. In fact, at most bars, Bonanza Brew sold out quickly and at others it had to be rationed. This further increased demand for Bonanza Brew. This is a classic example of: Scarcity. Social cooperation.Dynamic instability. Social competition. Question 3 1 point 3. Question 3 Suppose that Peter cares deeply about his career and also loves to write poetry. He does not like gardening. Opie cares deeply about her career and is an avid gardener, but does not like poetry. Which of the following is an example of impactful comparisons that are likely to be intense? Opie comparing her gardening accomplishments to Peter’s advancement in the company. Peter comparing his poetry accomplishments to Opie’s gardening accomplishments. Peter comparing his advancement in the company to Opie’s advancement. Peter comparing his poetry accomplishments to Opie’s lack of interest in poetry. Question 4 1 point 4. Question 4 Which of the following comparisons are likely to be very intense? (Check all that apply) Graduates at a college reunion sharing their accomplishments with each other. Expectant fathers gaining weight. Everyone in the office ate a doughnut, so you take one as well.The sports rivalry between UNC and Duke. Question 5 1 point 5. Question 5 Which of the following is NOT an example of a comparison process that triggers harmful effects? Adopting children instead of having children of your own. A capuchin monkey is refusing to trade their stone for a cucumber when it notices its neighbor receiving a grape instead. The American Airline union withdrawing concession when they realized AA executives received special retention bonuses. David Miliband resigning from British parliament when his brother Ed wins the leadership position for the Labor Party at the last round. Abel Kiviat lamenting his second place finish and silver medal from the 1912 Olympics. Question 6 1 point 6. Question 6 James Woods High School’s soccer team comes out roaring in the second half after being down by one point at halftime, and wins in a blowout. This is an example of: Blowout effect. Motivational effects of comparison. The special comparison effect.Discontinuous comparison effects. Question 7 1 point 7. Question 7 Stewart, a runner, has an intense rivalry against Bertram. At a recent race, Stewart and Bertram were both running faster than their personal records because they were running together. Stewart, wanting to win so badly against his rival, trips Bertram on purpose right before the finish line and wins the race. Which of the following is true? Stewart tripping Bertram is an example of a constructive comparison. Stewart’s desire to beat his rival reflects the power of internal comparisons. Stewart wanting to beat his rival badly reflects a form of reference point comparison. Stewart and Bertram are both likely to run faster because of rivalry effects. Question 8 1 point 8. Question 8 The comparison process can do which of the following? (Check all that apply) Help to explain why rivals take steroids. Help to explain why people quit competitions when they are losing badly. Help explain why people feel better after volunteering to help the homeless.  Help to explain why people are more motivated when they are losing by a small amount.Help to explain why someone who writes well for one magazine is more likely to write for a second magazine. Question 9 1 point 9. Question 9 Tom and Diane both work as news anchors for Channel Five News. With a pay raise negotiation meeting coming up, Tom focused on getting the biggest raise that he could get, while Diane was focused on getting something more than her current pay. After the meeting, both Tom and Diane received a medium raise (more than their current salary, but less than Tom’s idea of a best raise possible). Choose all of the statements that are true: (Check all that apply) Diane is less motivated at work, but is more satisfied with the raise. In general, Tom’s attitude is likely to improve his salary outcomes, but make him less happy than Diane. Diane is an example of reservation price focus. Tom is less satisfied with the raise. Tom is an example of target focus. Question 10 1 point 10. Question 10 What are the key principles to make social comparisons more constructive? (Check all that apply) Make sure successes go in the expected order. Make sure employees only make internal, rather than external comparisons.Provide new opportunities to compete. Highlight diversity among competitors when one is selected as the winner. I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account.Module 2 Quiz: Building Trust and Cooperation Quiz, 13 questions Question 1 1 point 1. Question 1 Many of our most pressing problems—from conserving water to reducing pollution to paying taxes— are examples of: Collective Dilemma Cooperative Dilemma Social Dilemma Prisoner's Dilemma Question 2 1 point 2. Question 2 SHIELD corporation is a company that provides security and alarm monitoring systems. The company president, Nick, wants to improve cooperation among SHIELD’s employees. What principles describe the tactics Nick used? Nick took his team on a team-bonding obstacle course and a potluck dinner. Shared identity Shadow of the futureAccountability. Shadow of the present Shadow of the past Question 3 1 point 3. Question 3 SHIELD corporation is a company that provides security and alarm monitoring systems. The company president, Nick, wants to improve cooperation among SHIELD’s employees. What principles describe the tactics Nick used? Nick told his team that they will stay together for the next five years. Accountability Shared identity Shadow of the past Shadow of the future Shadow of the present Question 4 1 point 4. Question 4 SHIELD corporation is a company that provides security and alarm monitoring systems. The company president, Nick, wants to improve cooperation among SHIELD’s employees. What principles describe the tactics Nick used?Nick bought all of his employees SHIELD sweatshirts and shirts with SHIELD’s logo. Shadow of the present Shared identity Shadow of the future Accountability Shadow of the past Question 5 1 point 5. Question 5 SHIELD corporation is a company that provides security and alarm monitoring systems. The company president, Nick, wants to improve cooperation among SHIELD’s employees. What principles describe the tactics Nick used? Nick implemented an open office design so that every employee can observe how hard other employees are working. Accountability Shared identity Shadow of the past Shadow of the present Shadow of the futureQuestion 6 1 point 6. Question 6 Which of the following is NOT a good example of showing vulnerability to build trust? Fouad, a competent salesman for his company, makes offensive jokes when he’s hanging out with his co-workers in the break room. Adam, who has just been elected as President of the United States, brings his dog West with him to the White House. Peter, a successful salesperson, reveals how he initially struggled to develop his close relationships with his clients. Mort sings off key during karaoke night with colleagues at their favorite bar. Bruce, a counselor, drops his clipboard demonstrating his clumsiness at start of patient visits to help them relax during their sessions. Question 7 1 point 7. Question 7 Which of the following are examples of strategies to build trust? (Check all that apply) When running for state representative, Ron Klein focused exclusively on demonstrating his competency and avoided off-topic conversations (e.g., discussion of his family). Jon, the owner of Happy-Go-Lucky Toys, always wears a suit whenever he visits the factory floor, even though it is a messy place (where his employees wears work clothes). Mr. Rosso, a guidance counselor at the local high school, builds rapport with his students by chatting about topics they find interesting, like favorite rock bands.Tricia Takanawa, a reporter, makes sure that she’s on time when conducting interviews to demonstrate that she values her interviewees’ time as much as hers. Question 8 1 point 8. Question 8 During the French Indian War in 1754 to 1763, the British were fighting the French for territory in North America. As part of the British colonies, Americans were trained by the British (including General George Washington) and banded together to fight against the French. However, during the American Revolution, the French became allies with the Americans in the fight for independence against the British. Which of the following statements are true? (Check all that apply) Common enemies can promote unexpected alliances. For the French and the American rebels, their super ordinate goal was attacking the Indians. The shifting alliances between the French, Indians, American colonists, and British are an anomaly in modern history. The common enemy principle helps to explain why the French rushed to aid the American rebels. Question 9 1 point 9. Question 9 In 2008, the CEOs of Ford, Chrysler, and General Motors asked the U.S. government for a $25 billion federal loan. Which of the following statements are correct? (Check all that apply) It always pays to do things in the most time-sensitive way. To build trust, it is critical for words and deeds to match.When it comes to serious issues, like asking for a large loan, people only care about the message (e.g., how large the loan is), not how the message is delivered. When the CEO’s first traveled to Washington D.C., all three CEO’s flew in on separate corporate jets. Question 10 1 point 10. Question 10 Chris has a crush on a girl at his high school, Barbara. In order to show that he likes her very much, Chris first picks flowers for her. Barbara is happy, but isn’t impressed as much by the gift nor is she convinced that Chris really likes her. Chris starts a paper route to save money, and buys Barbara an expensive perfume for her birthday. Which of the following statements are true? (Check all that apply) The unobservable information in this signaling story is how much Chris likes Barbara. Chris’ signal to Barbara was more powerful when he bought her an expensive perfume than when he got her flowers. By sending Barbara flowers, Chris sent a signal that was clear but not powerful. The only way to send a powerful signal is to spend more money. By buying perfume, Chris sent a signal that was unclear. Question 11 1 point 11. Question 11 Both Neil and Jake are vying to work at Channel Five News station. Neil, who really wants to work in TV production, is head of the AV club at his high school. He also worked as an unpaid internship at the Channel Five News station over the summer. Jake, to prepare for his interview for the job position, watches some of the clips from Channel Five News and takes notes of the things he likes. Which of the following statement is NOT true?Neil’s work as an unpaid intern and in the AV club is a clear signal from Neil that he wants to work in TV production. Jake watching all some of the news clips to prepare for the interview is clear signaling that he wants to work in TV production. Neil’s investment in taking the unpaid internship was more costly for him than Jake’s investment in time preparing. Neil’s willingness to work as an unpaid intern is a more powerful signal than Jake’s preparation for the interview. Jake should get the job because he prepared more for his interview than Neil. Question 12 1 point 12. Question 12 Which of the following is true about the relationship between emotions and trust? (Check all that apply) Donna is more prone to feeling guilty than Loretta. As their supervisor, it’s better for Mr. Brown to trust Donna more than Loretta. Ollie reveals during his job interview a time when he made a mistake at work. Ollie describes how guilty he felt letting people down. Tom the recruiter believes that this is a sign that Ollie is a trustworthy person and hires him. Emotions like anger can decrease how much we trust other people, even when the people we are really angry at are different. We should never pay attention to how we feel when we decide how much we trust someone.Jerome was planning on discussing the possibility of getting a promotion with his supervisor Horace. He noticed that Horace got into an argument with his spouse, but he figured that since he was prepared to ask for a promotion that Horace’s argument had nothing to do with his request, he would ask Horace for the raise. This was the wise thing to do. Question 13 1 point 13. Question 13 Dale owns a pest control company Dale’s Dead Bug. While he was on vacation, Dale notices that his company’s rating by their clients were low, and feels suspicious that his employees are slacking off. When he returns from break, Dale goes on an inspection of the office, and notices that all of his employees are working very hard. Dale concludes that he was simply being paranoid. Which of the following statement is correct? (Check all that apply) The employees at Dale’s Dead Bug anticipated Dale’s inspection and worked hard while being observed. Dale failed to appreciate how strategically people behave when they are and are not observed. It is a good idea to switch rating systems when managers go on vacation. The direct observation should put Dale’s concerns at ease. I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account.Module 3 Quiz: Deception and Apologies Quiz, 10 questions Question 1 1 point 1. Question 1 Which of the following is NOT a fundamental truth about deception? Deception is both chronic and often successful Deception is hardwired Deception hijacks existing systems Deception is always bad Deception demonstrates a "Theory of Mind" Question 2 1 point 2. Question 2 A polygraph test measures which of the following? (check all that apply) Frequency of Lies Severity of Lies Perspiration Heart RateAnxiety Question 3 1 point 3. Question 3 Which of the following are cues to detect deception? (check all that apply) Talking Slowly Anxiety Micro-Expressions Sarcasm or contempt Disrespectful actions Question 4 1 point 4. Question 4 Asynchrony in the context of detecting deception is: (check all that apply) Comes from discomfort When your thoughts don't match your feelings When your clothes don't match your shoes Mismatch between verbal and non-verbal cuesA cue that someone is trying to deceive you Question 5 1 point 5. Question 5 Practical steps to take when you detect or suspect deception include: (check all that apply) Give them a chance to correct the lie Give them an opportunity to exit the situation Threaten them with punishment Demand the truth Confront them tactfully Question 6 1 point 6. Question 6 What is true about deception? (check all that apply) Liars always get caught Doesn't cause anxiety Can be reliably detected by the computer Deception is very commonPeople aren't very good at detecting deception Question 7 1 point 7. Question 7 What is true about core and non-core violations? (check all that apply) All non-core violations are terminal. It's easier to forgive a violation that reflects lack of competence than a violation that reflects lack of integrity The same violation can be core for one person or company and non-core for another Core violations are terminal, while non-core violations can be overcome Apologies always work to regain trust Question 8 1 point 8. Question 8 What can we learn from bad apologies? It doesn't matter who apologizes, as long as someone does Perspective-taking is essential before formulating an apology Penance doesn't matter in today's society There is no such thing as a bad apologyYou don't have to think about who you are apologizing to Question 9 1 point 9. Question 9 What are the key elements of the apology formula? (check all that apply) Televising the apology Penance: appropriate follow-up actions Remorse: who apologizes Speed of response Candor: full disclosure Question 10 1 point 10. Question 10 Which one of the following statements is true? For companies in the service industry, it's almost impossible to recover from a service failure You don't need to train employees to apologize Companies should be prepared to apologize You should only consider your own actions, and not their effects, when you apologizeYou can never be too quick to apologize I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account. Module 4 Quiz: Effective Communication and StrategiesQuiz, 10 questions Question 1 1 point 1. Question 1 What are the three main goals of communication? (Check all that apply) Convince people that you know more than you actually do Convey our ideas Gather information Conceal underlying feelings when they might distort your message Change relationships Question 2 1 point 2. Question 2 Effective communication does which of the following? (Check all that apply) Makes the communicator appear modest Explains all of the details and possible contingencies Is persuasive Grabs attentionFocuses on a single message Question 3 1 point 3. Question 3 One of the most effective mechanisms for gathering information is to: Conduct focus groups Ask direct questions Share your opinions Remain aloof Survey acquaintances Question 4 1 point 4. Question 4 What are some ways to demonstrate active listening? (Check all that apply) Ask questions that require elaboration Speak less Nodding Summarize what people have saidStart by stating your viewpoint Question 5 1 point 5. Question 5 Approximately how much of the communication that we get is non-verbal communication: Less than 10% 10-20% 70-90% 30-50% 100% Question 6 1 point 6. Question 6 You have just discovered that you’ve made a critical error at work that will reflect badly on your boss. You know you must make her aware of the mistake and apologize. What is the best media to use to communicate this message? Web conference Telephone Face to face Instant messageEmail Question 7 1 point 7. Question 7 When is it appropriate and/or useful to use a threat? (Check all that apply) To signal that the status quo is unacceptable To punish someone To set a precedent and build credibility To intimidate someone To get attention To display your personal power Question 8 1 point 8. Question 8 What are the best ways to respond to threats? (Check all that apply) Diagnose the motivation behind the threat. Why are they doing it? Where is the threat coming from? Label the threat Express understandingWith a counter-threat Taunt the person making the threat Question 9 1 point 9. Question 9 Why do goals work? (Check all that apply) They increase persistence They instill envy They create unrealistic expectations Goals promote patience and creativity They focus attention Question 10 1 point 10. Question 10 Which of the following are pitfalls of goal setting? (Check all that apply) Goals can encourage risk-taking Goals can increase persistence Goals can communicate key valuesGoals can focus attention too narrowly Unmet goals can promote unethical or illegal behavior I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account. Module 1 Quiz: Introduction and Tom Tierney Quiz, 10 questionsQuestion 1 1 point 1. Question 1 What are the four domains of life as described in our course? Work; family; friends; relaxation. Health; work; volunteering; friends. Work or school; home or family; community or society; and the private realm of mind, body, and spirit. Family; work or school; sleep; child care. Question 2 1 point 2. Question 2 Why is describing the ideal lifestyle in terms of “work/life balance” problematic? It ignores the fact that life is actually the intersection and interaction of the four domains of life: work or school; home or family; community or society; and the private realm of mind, body, and spirit. Each of the answer options shown is correct. The idea that work competes with life ignores the more nuanced reality of our humanity. The image of the scale forces you to think in terms of trade-offs instead of the possibilities for harmony. Question 3 1 point3. Question 3 What are four-way wins? When four of your favorite teams each win a game in one week. Actions that result in life being better in all four domains of life. A solution that leads to four improvements in your life. Methods to involve four other people in helping you reach a goal. Question 4 1 point 4. Question 4 What are the three main principles of Total Leadership? Be real, be whole, be committed. Be real, be whole, be innovative. Be real, be kind, be creative. Be smart, be whole, be caring. Question 5 1 point 5. Question 5 Why were Tom Tierney, Sheryl Sandberg, Eric Greitens, Michelle Obama, Julie Foudy, and Bruce Springsteen selected as the six exemplars for this course?So you can learn about what they have done and copy it to have as successful a life as each of them has had. They have all the money in the world, beautiful and supportive spouses, bosses who really care about them, or supersized native talents that make it easy to find four-way wins. Each of them was born into a life of high privilege and has used that privilege to become successful. They have found ways to integrate work and the rest of life, to achieve four-way wins, and to bring different areas of their lives into greater harmony. Question 6 1 point 6. Question 6 When Tom Tierney, at the peak of his powers as CEO, chose to leave in the prime of his career and launch a small non-profit start-up he demonstrated the skill of: Clarifying expectations. Focusing on results. Conveying values with stories. Envisioning your legacy. Question 7 1 point 7. Question 7 By finding ways to move ever closer to achieving simultaneous four-way wins—actions that benefit work, home, community, and self, all at once—such as volunteering for the United Way early in his career to serving on numerous nonprofit boards and founding Bridgespan, Tierney demonstrated the skill of:Focusing on results. Holding yourself accountable. Conveying values with stories. Weaving disparate strands. Question 8 1 point 8. Question 8 By persistently rejecting traditional ideas and solutions and the traditional model of trade-offs implied by the “learn-earn-serve” model of personal development, Tierney demonstrates the skill of: Seeing new ways of doing things. Managing boundaries intelligently. Building supportive networks. Focusing on results. Question 9 1 point 9. Question 9 Picking a few important stakeholders—people you believe are important to your future—from different areas of your life and asking them to describe you briefly in order to discover how others see you can help to strengthen your skill in: Helping others.Weaving disparate strands. Creating cultures of innovation. Embracing change courageously. Question 10 1 point 10. Question 10 Creating visual images of the connections among different strands of an idea in ways that allow you to look at a large amount of information about a subject on one page in a holistic way in order to enhance creativity can help to strengthen your skill in: Focusing on results. Seeing new ways of doing things. Resolving conflicts among domains. Clarifying expectations. I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account. Module 2 Quiz: Sheryl Sandberg and Eric Greitens Quiz, 10 questions Question 1 1 point1. Question 1 When Sandberg recounted an experience about herself and two other students attending a college history course that highlighted the confidence gap between female overachievers and male achievers, she demonstrated the skill of: Helping others. Seeing new ways of doing things. Resolving conflicts among domains. Conveying values with stories. Question 2 1 point 2. Question 2 By growing the Women of Silicon Valley gatherings into a community of friends, tech executives, venture capitalists, other mothers, book club friends, former colleagues, and family members, Sandberg fostered mutually supportive relationships across all spheres of her life and demonstrated the skill of: Holding yourself accountable. Building supportive networks. Resolving conflicts among domains. Knowing what matters. Question 3 1 point3. Question 3 By implementing creative strategies to pursue harmony between work and the rest of life, Sandberg demonstrates the skill of: Focusing on results. Embodying values consistently. Resolving conflicts among domains. Clarifying expectations. Question 4 1 point 4. Question 4 Identifying three or four significant events in your life that taught you something about yourself or shaped the person you are, identifying the tension in each experience and how you dealt with it and how each episode shaped your belief, and then telling your stories to others can help to strengthen your skill in: Challenging the status quo. Conveying values with stories. Clarifying expectations. Holding yourself accountable. Question 5 1 point 5. Question 5Listing the names of the three to five people who matter most to you in each domain of your life, describing one thing that you can do to provide some kind of help for some or all of these people or groups, and then giving that help and observing the impact this has both in how you feel about yourself and in how your supportive action fortifies your relationships, can help to strengthen your skill in: Building supportive networks. Creating cultures of innovation Embodying values consistently. Embracing change courageously. Question 6 1 point 6. Question 6 By forsaking more comfortable career paths to join the Navy so he could move beyond merely providing relief and to stay true to his belief that protection with force was a necessary complement to sending food and medicine in the real world of violent political strife, Greitens demonstrated the skill of: Managing boundaries intelligently. Building supportive networks. Creating cultures of innovation. Holding yourself accountable. Question 7 1 point7. Question 7 When Greitens took what he gained in different parts of his life (the attitude and skills he had acquired as a boxer, the knowledge and insight gleaned from his time as a humanitarian worker, the ability to teach others that effort dedicated to building strength leads to greatness) and used it to pursue a goal that mattered to him in another part – founding The Mission Continues – he demonstrated the skill of: Embracing change courageously. Focusing on results. Applying all your resources. Conveying values with stories. Question 8 1 point 8. Question 8 Finding someone you can make a commitment to about reaching a goal and then asking that person to regularly inquire about your progress, and offering to do the same for him or her, can help to strengthen your skill in: Challenging the status quo. Managing boundaries intelligently. Clarifying expectations. Holding yourself accountable. Question 9 1 point9. Question 9 Transferring skills or talents from one area of your life to another by first identifying your talents and then applying them in new areas, thereby enhancing the initial competency and enabling you to better meet goals in all parts of your life, can help to strengthen your skill in: Focusing on results. Applying all your resources. Embodying values consistently. Resolving conflicts among domains. Question 10 1 point 10. Question 10 Exploring alternative means to achieving goals by changing a pattern of behavior that you already use, and then working to understand your fears about that change and the pros and cons of switching up your routine, can help to strengthen your skill in: Envisioning your legacy. Focusing on results. Helping others. Managing boundaries intelligently. I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account.Module 3 Quiz: Michelle Obama and Julie Foudy Quiz, 10 questionsQuestion 1 1 point 1. Question 1 When Obama stated in an interview, “What I do in my life defines me. A career is one of the many things I do in my life. I am a mother first,” and then followed this up by making public choices in 2009 to focus on her children and their transition to a new city, a new school, and a new life as the President’s daughters rather than diving headfirst into the First Lady job, she demonstrated the skill of: Helping others. Aligning actions with values. Creating cultures of innovation. Challenging the status quo. Question 2 1 point 2. Question 2 When she worked to improve her family’s functioning by carving out private time to work out in the morning and, at the same time, compelling her husband to take some domestic responsibilities, Obama demonstrated the skill of: Managing boundaries intelligently. Embracing change courageously. Holding yourself accountable. Focusing on results.Question 3 1 point 3. Question 3 Thinking expansively about how a task you do contributes to the well-being of others, reflecting on the meaningof what you do, and recognizing how even mundane tasks hold meaning can inspire you to put more effort into such tasks, achieve goals more quickly, and increase well-being while strengthening your skill in: Managing boundaries intelligently. Aligning actions with values. Resolving conflicts among domains. Challenging the status quo. Question 4 1 point 4. Question 4 Selecting a one-hour time slot in which you will not use any technology—no internet, no smartphone, no electronic connectivity—and then considering how both you and others were affected by this experience can help you get accustomed to switching among the different spheres of your life as well as to become better able to move with grace and efficiency from one thing to another, and can help to strengthen your skill in: Knowing what matters. Conveying values with stories. Managing boundaries intelligently. Resolving conflicts among domains.Question 5 1 point 5. Question 5 Writing the beliefs that fuel your concerns about an upcoming change; working to determine if these beliefs are accurate by researching them and differentiating realistic concerns from the unrealistic ones that crop up as a result of bias, ignorance, or past experiences; and then talking your ideas over with a friend and asking him or her to ask you, “What would it be like if you weren’t afraid?” can help to strengthen your skill in: Building supportive networks. Weaving disparate strands. Envisioning your legacy. Embracing change courageously. Question 6 1 point 6. Question 6 As the founder of the Julie Foudy Sports Leadership Academy and a spokesperson for Global Girl Media, Julie Foudy works to empower young women and teach them lessons on leadership, volunteerism, and social change, and demonstrates the skill of: Holding yourself accountable. Helping others. Weaving disparate strands. Clarifying expectations.Question 7 1 point 7. Question 7 By challenging sexist institutional arrangements and investing time and energy to battle the forces that would repeal Title IX regulations designed to create parity for women’s sports, Julie Foudy demonstrates the skill of: Conveying values with stories. Challenging the status quo. Building supportive networks. Focusing on results. Question 8 1 point 8. Question 8 Identifying the important roles you play in each area of your life, thinking about the type of person you wish to become in each of those roles, and then identifying the one or two main features of those specific roles can help to strengthen your skill in: Creating cultures of innovation. Knowing what matters. Embracing change courageously. Building supportive networks. Question 9 1point 9. Question 9 By identifying a goal that either directly or indirectly benefits at least one other person, discovering how your efforts might help them, and then committing to providing that help, you can strengthen your skill in: Helping others. Clarifying expectations. Envisioning your legacy. Weaving disparate strands. Question 10 1 point 10. Question 10 Keeping a journal or log for a few days of any hypotheses that occur to you for new ways of getting things done, choosing one such idea to implement, and thinking about the assumptions about the way things are now you would have to challenge in order to move forward on this action can help to strengthen your skill in: Challenging the status quo. Aligning actions with values. Envisioning your legacy. Building supportive networks. I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account.Module 4 Quiz: Bruce Springsteen and Conclusion Quiz, 10 questions Question 1 1 point1. Question 1 In the aftermath of 9/11, Springsteen struggled to come to terms with what had occurred. He produced songs to express the grief and hope he found in himself, his family, and his community. Not only was this effort a way to articulate what was important in his life, it also put him on a path to becoming more directly involved in politics, even at the risk of alienating some of his fans, and demonstrated the skill of: Helping others. Embodying values consistently. Creating cultures of innovation. Weaving disparate strands. Question 2 1 point 2. Question 2 When Springsteen set limits on the scope of what he deemed acceptable behavior by requiring his band members to sign nondisclosure agreements that included language about guarding his family’s privacy, he demonstrated the skill of: Focusing on results. Seeing new ways of doing things. Clarifying expectations. Envisioning your legacy. Question 3 1 point3. Question 3 Springsteen’s pursuit of self-knowledge through counseling—and his public sharing about his journey—destigmatized counseling and opened doors for people, especially men, who might not otherwise seek help, and demonstrated the skill of: Managing boundaries intelligently. Resolving conflicts among domains. Aligning actions with values. Creating cultures of innovation. Question 4 1 point 4. Question 4 Thinking of an important person in your life—someone who matters to you and who you believe has a stake in your future—and imagining how he or she would answer the question, “What are the main things you want or need from me?” can help to strengthen your skill in: Convey values with stories. Challenge the status quo. Clarifying expectations. Hold yourself accountable. Question 5 1 point 5. Question 5Thinking of a skill you could teach to someone and offering to do so, or telling someone about a recent accomplishment and what you had to learn in order to succeed, serves to create opportunities for others to try new things and can help to strengthen your skill in: Applying all your resources. Managing boundaries intelligently. Envisioning your legacy. Creating cultures of innovation. Question 6 1 point 6. Question 6 To determine which skills you need to develop most, you should: Select the skills best demonstrated by the exemplar you most relate to. Review the self-assessment you did in Module 1 to see which skills stood out as strengths you want to build on and which represented areas for improvement. Decide which of the suggested exercises sound like the most fun and do those. Start at the top of the list of skills and begin working on each one in order. Question 7 1 point 7. Question 7 What can you do to best position yourself to improve your capacity to lead and create opportunities for four-way wins?Try to emulate one of the exemplars in this course. Focus solely on one skill that means the most to you. Keep an open mind, stretch, and adjust. Stop working on the exercises if your first attempt is not successful. Question 8 1 point 8. Question 8 Which of these actions will help you to be successful in pursuing what matters; feeling more purposeful, connected, and optimistic; and developing your repertoire of skills? Sticking to your original plan of reaching your end goal without considering how you might improve your course of action based on what you’ve learned. Practicing the exercises exactly as described in this course without adjusting them for your own life circumstances. Being aware of why you’re doing what you’re doing in practicing new skills. Working to improve a skill because it seems like the “right” thing to do, even if it doesn’t ring true to you. Question 9 1 point 9. Question 9 Tierney, Sandberg, Greitens, Obama, Foudy, and Springsteen: Benefited from being born with extreme ambition.Achieved greatness mainly on their own, without much help from others. Never doubted themselves. Made errors and learned from them. Question 10 1 point 10. Question 10 Taking action to begin leading the life you want requires: Each of the answer options shown is correct. Believing that it’s possible to improve your capacity to lead the life you want. Applying your talents and passions to make the world somehow better. Learning from and reflecting on your mistakes. I, Arijit Paul, understand that submitting work that isn’t my own may result in permanent failure of this course or deactivation of my Coursera account. [Show More]

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