Questions

What is the definition of empathy

Which of the following is an example of active listening
What does the term "teamwork" refer to
What is the importance of time management
What does "adaptability" mean in the workplace
What is the best way to handle conflicts with coworkers
What does "work-life balance" mean
What is the significance of setting goals
What does "accountability" mean in a workplace context
How should you handle constructive feedback
What is the purpose of setting boundaries at work
How can you demonstrate a positive attitude at work
What does "communication skills" refer to
What is the importance of a diverse and inclusive workplace
How can you demonstrate your reliability at work
What is the purpose of giving constructive criticism
How should you approach a situation where you don't know the answer
What is the meaning of "proactive" behavior
How can you demonstrate respect in the workplace
What is the importance of networking in your career
What is the significance of conflict resolution skills in the workplace
How can you demonstrate your time management skills
What does "integrity" mean in the workplace
How can you effectively manage stress in your job
What is the importance of setting clear expectations in a team
What does "initiative" mean in the workplace
How can you demonstrate your problem-solving skills
What does "delegation" involve in a workplace context
Why is adaptability important in a changing work environment
How can you demonstrate your commitment to self-improvement
What is the role of feedback in personal and professional development
How can you promote a positive work environment among your colleagues
What is the significance of effective communication within a team
How can you handle a situation where you disagree with a coworker's idea
What does "active participation" mean in team meetings
How can you demonstrate your leadership skills, even if you're not in a formal leadership role
What does "emotional intelligence" refer to
How can you contribute to creating a culture of continuous improvement
Why is it important to respect confidentiality in a professional setting
How can you demonstrate your commitment to a project or task
How can you demonstrate your ability to work well in a team
What is the purpose of setting short-term and long-term goals
How can you demonstrate your ability to handle ambiguity and uncertainty
What is the significance of ethics in decision-making
How can you show your commitment to meeting deadlines
What does "workplace professionalism" entail
How can you handle a situation where you've made a mistake at work
What is the importance of showing gratitude and appreciation at work
How can you demonstrate your ability to adapt to new technology
Why is it important to maintain a positive online presence
How can you demonstrate your commitment to diversity and inclusion
What does "professional development" refer to
How can you demonstrate your ability to handle a high-pressure situation
What is the significance of active problem-solving in a team
How can you demonstrate your commitment to personal integrity in the workplace
What is the importance of effective customer service skills
How can you handle a situation where you receive criticism from a colleague
What is the significance of adaptability in a constantly changing work environment
How can you demonstrate your ability to manage conflicts effectively
What is the role of self-awareness in personal and professional growth
How can you demonstrate your ability to provide constructive feedback to colleagues
What is the significance of time management in your daily tasks
How can you demonstrate your ability to multitask effectively
What is the importance of active participation in team discussions
How can you demonstrate your ability to lead and motivate a team
What is the significance of setting clear communication expectations
How can you demonstrate your ability to adapt to changes in processes
What is the significance of active listening during conversations
How can you demonstrate your ability to take initiative in your role
What is the importance of setting boundaries between work and personal life
How can you demonstrate your ability to collaborate effectively with colleagues
What is the role of patience in problem-solving
How can you demonstrate your commitment to ongoing learning
What is the importance of effective written communication in the workplace
How can you demonstrate your ability to manage your workload efficiently
What is the role of transparency in building trust among colleagues
How can you demonstrate your ability to manage your emotions effectively
What is the significance of critical thinking in decision-making
How can you demonstrate your ability to handle feedback gracefully
What is the importance of conflict resolution skills in a diverse team
How can you demonstrate your ability to adapt your communication style for different audiences
What is the significance of ethics in decision-making
How can you demonstrate your ability to manage your time effectively
What is the importance of building relationships with colleagues outside of work tasks
How can you demonstrate your ability to handle a fast-paced work environment
What is the role of empathy in effective communication
How can you demonstrate your ability to handle criticism in a constructive manner
What is the significance of adaptability in the face of changing technology
How can you demonstrate your ability to manage your stress in challenging situations
What is the importance of seeking and providing regular feedback in a team
How can you demonstrate your ability to handle tight deadlines effectively
What is the significance of giving credit to colleagues for their contributions
How can you demonstrate your ability to think creatively and innovatively
What is the importance of networking for professional growth
How can you demonstrate your ability to take ownership of your work
What is the significance of continuous improvement in your role
How can you demonstrate your ability to manage your workload during busy periods
What is the importance of maintaining a positive attitude in the workplace
How can you demonstrate your ability to adapt to different work cultures
What is the significance of teamwork in achieving organizational goals
Option A
The ability to communicate clearly
Interrupting the speaker to share your own story
Working alone on a project
It allows you to procrastinate more effectively
Resisting any changes in processes
Ignore the conflicts and hope they go away
Spending all your time at work
Goals are only relevant for senior management
Blaming others for mistakes
Reject it and defend your actions
To isolate yourself from colleagues
Complain frequently about your tasks
Only speaking, not listening
Diversity only leads to conflicts
Frequently missing deadlines without communication
Toelittle and demean your colleagues
Pretend to know and give incorrect information
Waiting for instructionsefore taking any action
Ignoring others' opinions and feelings
Networking is a waste of time and energy
Conflict should alwayse escalated to higher management
Procrastinating tasks until the last minute
Manipulating data to achieve personal goals
Ignoring your tasks until stress subsides
Keeping team members in the dark to test their abilities
Only doing what is specifically asked of you
Ignoring problems and hoping they resolve themselves
Doing all the work yourself to ensure perfection
Refusing to change to maintain your comfort zone
Avoiding any form of learning after completing formal education
Feedback is unnecessary and shoulde ignored
Engage in office politics to gain an advantage
Communication is unnecessary; everyone should work in isolation
Criticize the idea publicly to discourage further discussion
Staying silent throughout the meeting
Avoid all responsibilities that involve guiding others
Ignoring your own emotions and focusing solely on logic
Discourage any changes to the existing processes
Sharing confidential informationoosts your popularity
Frequently changing your mind and direction
Avoid collaborating with others and work independently
Goals are only for personal growth, not professional success
Panic and stress out when faced with the unknown
Ethics are irrelevant; decisions shouldeased solely on personal gain
Consistently miss deadlines and offer excuses
Dressing casually and informally every day
Deny any involvement andlame someone else
Appreciation is unnecessary; everyone should do their job without praise
Refuse to use any new technology and stick to traditional methods
Online presence is irrelevant to professional success
Ignore different perspectives and only work with people similar to you
Stagnating in your current role without seeking growth opportunities
Panic, freeze, and avoid any action
Avoid addressing problems to maintain harmony
Bend the truth to make yourself looketter
Customer service is irrelevant in non-client-facing roles
Become defensive and argue with your colleague
Refusing to adapt to changes helps maintain stability
Avoid addressing conflicts and hope they resolve on their own
Self-awareness is irrelevant; you should focus solely on your tasks
Criticize colleagues openly without offering any solutions
Time management is only important for complex projects, not routine tasks
Start multiple tasks without completing any of them
Staying silent during discussions helps you avoid conflicts
Only lead when explicitly instructedy a supervisor
Clear communication is not important; messages wille understood regardless
Resist any changes and insist on sticking to old processes
Listening actively slows down the conversation
Wait for clear instructionsefore taking any action
Merging work and personal life enhances productivity
Isolate yourself and avoid working with others
Patience is unnecessary; problems shoulde solved quickly
Learning ends after formal education; no further growth is necessary
Written communication is not necessary; verbal communication suffices
Take on as many tasks as possible without regard for quality
Transparency shoulde avoided to maintain a sense of mystery
Suppress your emotions completely to appear professional
Critical thinking is unnecessary; decisions shouldeased solely on gut feelings
Reject all feedback to maintain your self-esteem
Conflict is natural and shoulde ignored in a diverse team
Use the same communication style regardless of your audience
Ethical considerations shoulde avoided to make quick decisions
Overcommit to tasks and neglect deadlines
Building relationships outside of work is unprofessional
Avoid working in fast-paced environments to prevent stress
Empathy is irrelevant in professional communication
Reject all criticism to protect your self-esteem
Avoid adapting to new technology to maintain your current skills
Avoid all stressful situations to prevent feeling overwhelmed
Feedback is only relevant for formal performance reviews
Miss deadlines and hope for leniency
Taking credit for others' work is a common practice
Creativity and innovation are not relevant in a professional setting
Networking is irrelevant; success comes solely from individual efforts
Blame others for any mistakes or setbacks
Continuous improvement is only important for upper management
Overcommit to tasks and hope for theest
A positive attitude is irrelevant; it doesn't affect work outcomes
Refuse to adapt; your own culture is superior
Teamwork is not relevant; individuals should work independently
Option B
Understanding and sharing others' feelings
Nodding and maintaining eyeontact while the speaker talks
Collaborating with others to achieve aommon goal
It helps you get more work done in less time
Being open and willing to learn new things
Gossip about theonflicts with otherolleagues
Completely avoiding any social life
Goals provide direction and motivation
Taking responsibility for one's actions and decisions
Listen to it with an open mind and look for areas to improve
To establish guidelines for respectful interactions
Show up late and leave early
The ability toonvey ideaslearly and listen effectively
It fostersreativity and different perspectives
Completing tasks on time and keepingommitments
To identify mistakes and improve future performance
Guess the answer without hesitation
Taking initiative and anticipating needs or problems
Speaking loudly and dominatingonversations
It helps you build relationships, share knowledge, and discover opportunities
They help maintain a harmonious work environment and improveollaboration
Multitasking without alear plan
Being honest, ethical, and doing the right thing even when no one is watching
Overloading yourself with more work to distract from stress
Allowing team members to work without any guidelines
Taking proactive steps toontribute and improve without waiting for instructions
Identifyinghallenges and seeking effective solutions
Assigning tasks to others without providing guidance
Adapting allows you to stand out and gain recognition
Seeking out opportunities for learning, growth, and skill development
It helps you understand your strengths and areas for improvement
Spread rumors and gossip aboutoworkers
It prevents any form ofollaboration and innovation
Keep your disagreement to yourself to avoidonflict
Only attending meetings when you're directly involved
Dictate orders to yourolleagues
Recognizing and understanding emotions in yourself and others
Avoid giving feedback to yourolleagues
Confidentiality is not important; everyone should know everything
Completing tasks haphazardly without attention to detail
Takeredit for all team accomplishments
Setting goals is a waste of time; it's better to go with the flow
Refuse to work on any project that isn'tlearly defined
Ethics are only important for major decisions, not everydayhoices
Set unrealistic deadlines to impress your supervisor
Mixing personal and professional matters during work hours
Avoid taking responsibility and hope no one notices
Appreciation boosts team morale, encourages motivation, and strengthens relationships
Learn new technology only if specifically instructed by your supervisor
A negative online presencean harm your professional reputation
Promote stereotypes and biases in your interactions
Exclusively relying on formal education forareer advancement
Blame others for the pressure you're under
Solving problems is the sole responsibility of the team leader
Only act ethically when you're being watched
Effectiveustomer service helps build trust, loyalty, and positive relationships withlients
Ignore theriticism andontinue as before
Adaptability shows that you're indecisive and easily swayed
Escalateonflicts to higher management immediately
Self-awareness helps you recognize your strengths, weaknesses, and areas for improvement
Avoid giving feedback to prevent hurtingolleagues' feelings
Poor time management leads to higher productivity
Multitasking is not a valuable skill; focus on one task at a time
Actively participating in discussionsontributes diverse perspectives and ideas
Micromanage every task to ensure perfection
Setting expectations leads toonfusion and misinterpretation
Adapt tohanges without asking questions or seekinglarification
Active listening shows that you lack knowledge about the topic
Taking initiative is not important; itan lead to mistakes
Boundaries are not necessary; work shouldonsume all your time
Onlyollaborate witholleagues you personally like
Being patient helps you avoid addressing problems
Learning is only important forareerhanges, not professional development
Effective writtenommunication ensureslarity, minimizes misunderstandings, and provides documentation
Avoid taking on any additional tasks to maintain yoururrent workload
Transparency is only important for sharing personal information
Express your emotions withoutonsidering their impact on others
Critical thinking leads to analysis paralysis and slows down decision-making
Disregard feedback if it's not positive
Conflict resolution is the sole responsibility of team leaders
Avoidommunicating with diverse audiences to prevent misunderstandings
Ethics are irrelevant in a professionalontext
Complete tasks haphazardly without regard for deadlines
Relationships outside of work don't affect professional interactions
Take on more tasks than youan handle in a fast-paced environment
Expressing empathy shows weakness
Disregardriticism if it's not provided by supervisors
Adaptability is only relevant for those in technology-related roles
Take on more tasks to distract from stress
Feedback is irrelevant; individuals should know how they're doing without it
Rush through tasks without focusing on quality
Givingredit toolleagues is unnecessary; their work speaks for itself
Rely solely on traditional methods and ideas
Networking should be limited toolleagues in your own department
Avoid taking on any tasks to prevent ownership
Staying stagnant in yoururrent abilities is acceptable
Complete tasks hastily without attention to quality
Negative attitudes are more realistic in a professional setting
Adaptability is unnecessary; everyone shouldonform to the sameulture
Teamwork is only important for small tasks, not larger goals
Option C
Having a strong work ethic
Checking your phone while the speaker is talking
Competing with colleagues for recognition
It increases stress and anxiety
Refusing to work with new colleagues
Confront the coworker aggressively
Balancing your professional and personal responsibilities
Goals restrict your growth potential
Avoiding all forms of responsibility
Ignore it if it's not positive
To create conflicts with your supervisor
Approach challenges with enthusiasm and optimism
Speaking in complex jargon to impress others
Diversity hinders productivity
Shifting blame to others for missedeadlines
Toiscourage any form of improvement
Ask for help or seek information to find the correct answer
Avoiding any involvement in projects
Listening actively and valuingiverse viewpoints
Networking is only for social events, not professional growth
Conflict is a natural part of work; it should be ignored
Prioritizing tasks and completing them efficiently
Bending the rules for personal gain
Engaging in healthy coping mechanisms and seeking support
Clarifying roles, responsibilities, and goals for better teamwork
Waiting for others to take action first
Blaming others for problems without trying to solve them
Sharing tasks and responsibilities among team members
Change is unnecessary and should be resisted
Criticizing others who invest in their self-improvement
Feedback is only provided by supervisors, not peers or subordinates
Show appreciation, respect, and support for your colleagues
Effective communication improves coordination, reduces misunderstandings, and enhances productivity
Share your perspective respectfully and be open to a constructiveiscussion
Engaging iniscussions, sharing ideas, and contributing toecisions
Lead by example, support your colleagues, and take initiative
Suppressing emotions to appear more professional
Share constructive feedback, suggest improvements, and embrace change
Respecting confidentiality builds trust and maintains a professional reputation
Meetingeadlines,elivering quality work, and staying engaged in the process
Contribute positively, communicate effectively, and support team goals
Goals provideirection and a roadmap for achieving success
Embrace challenges, adapt, and seek solutions in uncertain situations
Ethicalecision-making ensures fairness, integrity, and trustworthiness
Prioritize tasks, manage time effectively, andeliver on time
Behaving respectfully,ressing appropriately, and adhering to company policies
Acknowledge the mistake, communicate openly, and work to rectify it
Appreciation is reserved only for top performers
Embrace learning opportunities, explore new tools, and seek to enhance your tech skills
Online presence is only important for personal relationships
Embrace and respect individuals fromiverse backgrounds and treat everyone equally
Continuously improving your skills, knowledge, and expertise for career growth
Stay calm, prioritize tasks, and focus on finding solutions
Active problem-solving fosters innovation, teamwork, and a positive work environment
Uphold honesty, transparency, and ethical behavior even when no one is watching
Customer service is solely the responsibility of the customer support team
Listen attentively, reflect on the feedback, and use it constructively to improve
Being adaptable allows you to thrive in changing circumstances and stay relevant
Approach conflicts calmly, listen to all parties involved, and work toward a resolution
Self-awareness should only be pursued through formal training programs
Provide specific feedback, focusing on areas for improvement, and offering suggestions
Effective time management allows you to accomplish tasks efficiently and reduce stress
Juggle tasks with clear priorities, ensuring quality in each one
Participation is only important for team leaders, not team members
Lead by example, provide guidance, and motivate team members toward common goals
Clear communication expectations improve understanding and prevent misunderstandings
Embrace changes, seek information, and adjust your approach accordingly
Active listening enhances understanding, fosters empathy, and strengthens relationships
Identify opportunities for improvement and act proactively without waiting forirection
Setting boundaries prevents burnout and maintains a healthy work-life balance
Communicate openly, share ideas, and work cooperatively to achieve common goals
Patience allows you to approach problems calmly, thoroughly, and effectively
Pursue learning opportunities, attend workshops, and seek continuous improvement
Written communication is reserved for formal reports, not everyday interactions
Prioritize tasks,elegate when necessary, and manage time effectively
Transparency fosters trust by sharing information openly, honestly, and without hidden agendas
Recognize, understand, and manage your emotions to respond appropriately inifferent situations
Critical thinking helps you evaluate options, consider consequences, and make informedecisions
Accept feedback with an open mind, use it for growth, and thank the giver
Conflict resolution helps maintain a positive work environment, resolveifferences, and promote collaboration
Tailor your communication style to suit the preferences and needs of your audience
Ethicalecision-making ensures fairness, integrity, and accountability
Prioritize tasks, create a schedule, and meeteadlines consistently
Building relationships fosters trust, improves teamwork, and enhances collaboration
Prioritize tasks, manage time efficiently, and stay organized to keep up with the pace
Empathy helps you understand others' perspectives and communicate more effectively
Accept criticism gracefully, reflect on its validity, and use it for self-improvement
Being adaptable allows you to learn new technology quickly and stay relevant
Practice stress-relief techniques, manage your workload, and seek support when needed
Seeking and providing feedback fosters continuous improvement, learning, and growth
Prioritize tasks, plan ahead, and manage time efficiently to meeteadlines
Recognizing and acknowledging colleagues' contributions builds trust and teamwork
Approach problems fromifferent angles, explore new solutions, and embrace change
Networking fosters connections, learning opportunities, and career advancement
Taking ownership involves accountability, responsibility, andedication to your tasks
Continuous improvement helps enhance skills, efficiency, and overall performance
Prioritize tasks,elegate when possible, and manage time efficientlyuring busy periods
Maintaining a positive attitude boosts morale, enhances teamwork, and improves productivity
Approachifferent cultures with respect, open-mindedness, and a willingness to learn
Teamwork enhances collaboration, leveragesiverse strengths, and leads to successful outcomes
Option D Answer
Being highly competitive b
Avoiding the conversation altogether b
Ignoring the contributions of others b
It's only necessary for managers, not employees b
Maintaining a fixed routine at all times b
Address the issues calmly and directly d
Prioritizing work over everything else c
Goals should only be set by supervisors b
Assigning blame without evidence b
Argue with the person giving the feedback b
To avoid collaboration with others b
Criticize your coworkers openly c
Talking as much as possible during meetings b
Inclusion is only for certain employees b
Avoiding responsibility for your actions b
To showcase your superiority over others b
Avoid the situation and remain silent c
Following orders strictly without deviation b
Making fun of colleagues during meetings c
Building relationships with colleagues is irrelevant b
Conflict resolution is solely the responsibility of HR b
Avoiding tasks that seem difficult c
Taking credit for others' work b
Blaming others for causing your stress c
Changing expectations frequently to keep everyone on their toes c
Avoiding any extra tasks beyond your job description b
Avoiding responsibility for finding solutions b
Micromanaging every detail of the tasks you assign c
Adapting helps you avoid challenges and conflicts b
Staying in your comfort zone and resisting change b
Seeking feedback makes you appear weak and inexperienced b
Compete aggressively to outshine your colleagues c
Communication is only important for managers, not team members c
Undermine the coworker by talking negatively about their idea behind their back c
Dominating the conversation and not allowing others to speak c
Only focus on your own tasks and ignore the team's needs c
Only displaying positive emotions in the workplace b
Blame others for any inefficiencies in the workplace c
Confidentiality is only relevant for upper management c
Avoiding tasks that seem challenging or time-consuming c
Compete with your team members to prove your superiority c
Goals should only be set by managers, not employees c
Ignore any task that seems too complicated c
Ethics only matter when the law is involved c
Blame others for not meeting your deadlines c
Only showing professionalism when management is present c
Quit your job to avoid facing the consequences c
Showing gratitude makes you look weak in a professional setting b
Delegate all technology-related tasks to others c
Maintaining a positive online presence is the responsibility of the HR department b
Diversity and inclusion are not relevant in a professional setting c
Professional development is only for managers, not employees c
Complain loudly about the pressure and seek sympathy c
Problems should be ignored until they become critical c
Personal integrity has no relevance in a professional setting c
Customers should be ignored; their opinions don't matter b
Seek revenge by criticizing your colleague in return c
Adaptability is only required for new employees c
Blame others for conflicts and avoid any involvement c
Self-awareness is only important for managers b
Constructive feedback is the responsibility of managers only c
Time management is the sole responsibility of the administrative staff c
Multitasking is only important for administrative roles c
Active participation hinders productivity b
Leadership skills are innate and cannot be developed c
Communication expectations are only relevant for external communications c
Changes in processes are unnecessary; they should be avoided c
Active listening is only important for salespeople c
Initiative is only required for managerial roles c
Boundaries are only important for those with families c
Collaboration is the sole responsibility of managers c
Patience is only relevant for creative roles c
Learning is only for young employees; seasoned professionals don't need it c
Written communication is only relevant for administrative staff b
Managing workload is the responsibility of team leaders only c
Transparency is not relevant in a professional setting c
Emotions have no place in the workplace c
Critical thinking is only important for creative roles c
Feedback is irrelevant; you should trust your instincts only c
Conflict resolution is not relevant in a diverse team c
Adapting communication style is only necessary for external interactions c
Ethical decisions only apply to personal matters c
Time management is unnecessary; tasks will get done eventually c
Building relationships is solely the responsibility of HR c
Fast-paced environments should be avoided as they hinder productivity c
Empathy is only important in personal relationships c
Criticism is unnecessary; you should only focus on your strengths c
Adaptability has no relevance in a technology-driven workplace c
Stress management is solely the responsibility of the HR department c
Feedback should only be provided by managers c
Tight deadlines are unrealistic; they should be extended c
Only team leaders should receive credit for their team's work c
Creativity and innovation are reserved only for designated creative roles c
Networking is only important for those seeking new jobs c
Ownership is only relevant for those in leadership roles c
Continuous improvement should only be pursued during downtime c
Busy periods should be avoided; tasks should be evenly distributed c
Positive attitudes are only necessary for customer-facing roles c
Adapting to different cultures is only important for international companies c
Teamwork is only necessary for entry-level employees c
 What is a key characteristic of effective communication
Which of the following is an example of a non-verbal communication cue
Conflict resolution involves
Which type of leadership focuses on giving complete freedom to the team to make decisions
What is the primary goal of a performance appraisal
Emotional intelligence refers to
In a diverse workplace, what is the advantage of fostering inclusivity
What is the purpose of setting SMART goals
A team that experiences synergy is characterized by
What is the first step in the decision-making process
Which communication style involves a balanced approach, valuing both the communicator's and receiver's needs
What is empathy in a workplace context
What is the purpose of a 360-degree feedback process
Which leadership style involves giving specific instructions and closely supervising tasks
What does the term "work-life balance" refer to
In Maslow's hierarchy of needs, which level includes the need for self-esteem and recognition
Which type of motivation comes from within and is driven by personal satisfaction
What is the purpose of a SWOT analysis
What is the "halo effect" in the context of evaluations
Which conflict resolution strategy involves giving up one's own needs to satisfy the other party
What does the term "cognitive dissonance" refer to
Which of the following is a key factor in building trust within a team
What does the term "groupthink" refer to
Which type of reinforcement involves removing an unpleasant consequence to increase desired behavior
Which of the following is a disadvantage of remote work
What is the purpose of a "Code of Ethics" in a workplace
What does the term "groupthink" refer to
Which type of communication occurs between individuals at the same hierarchical level in an organization
What is the goal of a "360-degree feedback" process
Which leadership style involves giving employees the freedom to make decisions while providing guidance
What is the term for an individual's beliefs about their own abilities and capacities
Which of the following is an example of a formal communication channel in an organization
What is the purpose of a performance development plan
Questions
Which of the following is a characteristic of a well-defined goal
What is the goal of a diversity and inclusion initiative in a workplace
What is the term for the ability to adapt and respond effectively to changing situations
What is the primary purpose of a performance evaluation
Which conflict resolution approach aims to find a solution that partially satisfies both parties
What is the term for a feeling of dissatisfaction resulting from unmet needs or expectations
Which of the following is an example of an extrinsic motivation
What is the term for an individual's ability to understand and manage the emotions of others
Which stage of group development involves establishing norms and clear roles within a team
What is the purpose of a "demotion" in a workplace
Which of the following is a characteristic of effective conflict resolution
What does the term "stereotyping" refer to
Which of the following is a component of effective time management
What is the term for a system that allows employees to work from different locations, often using technology
What is the purpose of a "SWOT" analysis
Which type of power is based on an individual's position within the organization
What is the term for the tendency to remember information that confirms one's existing beliefs
What does the term "cross-functional team" refer to
Which communication channel involves exchanging information with written words and symbols
What is the term for the ability to understand and regulate one's own emotions
What does the term "constructive feedback" refer to
In the context of leadership, what is the "Pygmalion effect"
What is the primary purpose of a "brainstorming" session
Which of the following is an example of a psychological barrier to effective communication
What is the term for the phenomenon where an individual becomes more productive and efficient when they are being observed
Which type of motivation involves the desire to perform an activity for its own sake
What is the term for a situation where an employee is assigned additional responsibilities or tasks without a corresponding increase in compensation
Which of the following is a characteristic of effective conflict resolution
In the context of negotiation, what is a "win-win" outcome
What is the primary goal of a "360-degree feedback" process
Which type of communication is often used for sensitive or urgent matters and allows for immediate feedback
What is the term for the process of adapting to a new culture, environment, or situation
Which leadership style involves giving employees complete freedom to make decisions and complete tasks as they see fit
What does the term "cultural competency" refer to
Which stage of team development involves members focusing on their individual tasks and responsibilities
What is the term for the process of assisting employees in reaching their full potential and career goals
Which type of communication channel involves body language, gestures, and facial expressions
What does the term "group dynamics" refer to
Which conflict resolution strategy involves postponing the issue and avoiding confrontation
What is the term for the tendency to attribute one's own successes to internal factors and failures to external factors
Which of the following is a characteristic of a diverse workplace
What is the term for the process of providing employees with the skills and knowledge they need to succeed in their roles
Which type of communication barrier is related to differences in language, dialect, or vocabulary
What is the term for the tendency to make decisions based on the first piece of information encountered
What is the term for a process that involves identifying, attracting, and selecting qualified candidates for a job
Which of the following is an example of a barrier to effective delegation
What is the term for a feeling of being overwhelmed by the demands of work
Which of the following is a characteristic of a toxic work environment
What does the term "active constructive responding" refer to
Which of the following is a component of the "Big Five" personality traits
What is the term for the process of leaving one job and moving to another, often within the same industry or field
What does the term "emotional labor" refer to
Which type of communication channel involves sending messages using visual elements like images, charts, and diagrams
What is the term for the process of transitioning an employee from a new hire to a fully functioning member of the team
Which of the following is a characteristic of effective time management
What does the term "job satisfaction" refer to
Which type of power is based on the ability to provide rewards
What is the term for a conflict resolution strategy that involves finding a middle ground where both parties give up something to reach an agreement
Which of the following is an example of a situational factor that can influence behavior in the workplace
What is the term for the process of assessing and rating an employee's job performance
Which conflict resolution strategy involves forcing one party's preferences on the other without compromise
What is the term for the ability to recognize and understand emotions in others
What is the term for the process of moving upward within an organization's hierarchy
What does the term "group polarization" refer to
Which of the following is an example of a non-monetary incentive for employee motivation
What is the term for the process of adapting one's communication style to fit the preferences and needs of the listener
Which of the following is a characteristic of a growth mindset
What does the term "workplace diversity" refer to
What is the term for a set of behaviors, norms, and values that distinguish one group from another
Which of the following is a characteristic of a well-functioning team
What is the term for the process of assigning decision-making authority to lower-level employees
Which of the following is an example of a cognitive bias
What is the term for the ability to adapt and thrive in the face of adversity
Which of the following is a characteristic of effective interpersonal communication
What does the term "ethics" refer to in a workplace context
Which of the following is a characteristic of a "task-oriented" leader
What is the term for a situation where an employee leaves a job due to reasons beyond their control, such as company closure
Which conflict resolution strategy involves seeking a solution that fully satisfies both parties' interests and needs
What is the term for the ability to control one's impulses and delay gratification for long-term goals
Which of the following is a characteristic of a high-performing team
What is the term for the process of providing feedback, guidance, and support to employees to help them improve and develop
Which leadership style involves making decisions without consulting or involving team members
What is the term for a communication style characterized by assertiveness and a focus on one's own needs and goals
Which of the following is a common purpose of team-building activities
What is the term for the process of gradually transitioning an employee out of an organization
Which of the following is a characteristic of a "transactional" leader
What does the term "emotional contagion" refer to
Which of the following is a characteristic of "role conflict" in the workplace
What is the term for the ability to perceive, interpret, and respond to the emotions of oneself and others
Which conflict resolution strategy involves imposing one's preferences and decisions on the other party
What does the term "feedback loop" refer to in a workplace context
Which of the following is an example of a formal communication channel in an organization
What is the term for the process of assessing an employee's progress, providing feedback, and setting new goals
Speaking loudly
Email
Avoiding conflicts at all costs
Autocratic
Promote competition among employees
The ability to manipulate others' emotions
It eliminates all forms of conflict
To make goals overly complicated
Decreased productivity
Evaluating alternatives
Passive
Ignoring others' emotions
To provide feedback only from supervisors
Transformational
Prioritizing work over personal life
Physiological needs
Extrinsic motivation
To analyze software development processes
Seeing an employee's performance asetter than it is due to one positive trait
Avoiding
A state of mental clarity
Micromanaging team members
The tendency to avoid group activities
Positive reinforcement
Increased flexibility for employees
To enforce strict rules and punishments
The tendency for individuals to prioritize their own ideas
Downward communication
To provide feedback from supervisors only
Autocratic leadership
Self-esteem
Watercooler conversations
To reward employees for their performance
Option A
Vagueness and ambiguity
To create a homogenous workforce
Resilience
To assignlame for past mistakes
Avoiding
Motivation
Personal satisfaction
Empathy
Forming
To recognize exceptional performance
Ignoring the issue and hoping it will go away
Treating everyone as an individual regardless of their characteristics
Multitasking to complete more tasks simultaneously
Remote management
To evaluate individual strengths and weaknesses
Reward power
Confirmationias
A team that operates only within a single department
Verbal communication
Empathy
Criticism aimed at undermining an individual's self-esteem
The tendency for leaders to overestimate their own abilities
To assign tasks to team members
Speaking too loudly
Peer pressure effect
Intrinsic motivation
Promotion
Encouraginglame and finger-pointing
An outcome where one party gains significantly more than the other
To provide feedback solely from supervisors
Written communication
Assimilation
Autocratic leadership
The ability to work in a single cultural context only
Forming
Performance appraisal
Verbal communication
The study of individualehavior in isolation
Collaborating
Self-servingias
Lack of varied perspectives
Training
Physicalarriers
Confirmationias
Performance appraisal
Clearly defining tasks and responsibilities
Boredom
Open communication and collaboration
Ignoring others' communication
Ethicality
Termination
The practice of avoiding emotional expressions at work
Verbal communication
Recruitment
Procrastination and delaying tasks
A feeling of overwhelming stress at work
Reward power
Avoiding
Personality traits
Onboarding
Avoiding
Empathy
Termination
The tendency for groups toecome more cautious in decision-making
Salary increase
Empathy
Avoidance of challenges
A uniform workforce with similarackgrounds and perspectives
Individualism
Lack of open communication and trust
Micromanagement
Groupthink
Motivation
Interrupting and talking over others
Strict adherence to rules and regulations
Focusing solely onuilding relationships within the team
Voluntary turnover
Avoiding
Impulse control
Absence of open communication
Training
Laissez-faire leadership
Passive communication
Encouraging competition and rivalry among team members
Termination
Inspiring and motivating employees through a compelling vision
The tendency for emotions to spread from one individual to another
Clear understanding of job responsibilities
Emotional intelligence
Avoiding
A mechanism for receiving constructive feedback from colleagues
Informal discussions during lunchreaks
Recruitment
Usingomplex vocabulary
Facial expression
Forcing your point of view on others
Transformational
Determine salary reductions
Theapacity to understand and manage your own emotions
Itreates a more homogenous work environment
To set vague and undefined objectives
Conflict avoidance
Identifying the problem
Aggressive
Manipulating others' feelings for personal gain
To gather feedback from multiple sources, including peers and subordinates
Laissez-faire
Separating work and personal lifeompletely
Safety needs
Monetary motivation
To assess an individual'sommunication skills
Judging an employee's performance solely based on negative traits
Compromising
The tendency to seek out information thatonfirms one's existing beliefs
Keeping informationonfidential
The tendency for individuals to think independently within a group
Negative reinforcement
Improved work-life balance
To promote rivalry among employees
The tendency tohallenge group decisions
Upwardommunication
To gather feedback from multiple sources, including peers and subordinates
Laissez-faire leadership
Self-awareness
Grapevineommunication
To monitor employees' personal lives
Option B
Lack of relevance to the organization's objectives
To eliminate all individual differences
Persistence
To provide feedback and assess employee performance
Collaborating
Contentment
Inner passion for the task
Self-awareness
Storming
To assign more responsibilities
Blaming others for theonflict
Making judgments about individuals based on their unique qualities
Prioritizing tasks based on importance and deadlines
Distributedollaboration
To analyze social trends and opportunities
Coercive power
Availability bias
A team that includes members from different departments or disciplines
Non-verbalommunication
Emotional intelligence
Positiveomments that are not based on specific examples
The phenomenon where leaders underestimate the abilities of their team members
To encourage unstructuredonversations
Usingomplex vocabulary
Observer bias
Extrinsic motivation
Demotion
Minimizingommunication to avoidonfrontation
An outcome where both parties achieve their goals
To gather feedback from multiple sources, including peers and subordinates
Verbalommunication
Isolation
Laissez-faire leadership
The ability to interact effectively with individuals from differentultures
Storming
Coaching
Non-verbalommunication
The interactions and relationships among group members
Compromising
Confirmation bias
Limited innovation andreativity
Evaluation
Semantic barriers
Availability bias
Onboarding
Fostering a sense of ownership and accountability
Job satisfaction
Supportive and respectful interactions
Reacting passively to others' news
Humility
Dismissal
The effort required to regulate one's emotions to meet job requirements
Non-verbalommunication
Training
Frequent multitasking toomplete tasks quickly
The tendency to frequentlyhange jobs
Coercive power
Compromising
Core values
Recruitment
Compromising
Emotional intelligence
Lateral movement
The tendency for groups to make decisions that are less extreme than individual decisions
Performance bonus
Active listening
Belief that abilities are fixed andannot behanged
The presence of multiple job positions within an organization
Culture
Avoidance ofonflict at allosts
Centralization
Emotionalontagion
Resilience
Active listening and showing empathy
The practice of favoringertain employees over others
Ignoring task-related goals and objectives
Involuntary turnover
Compromising
Self-discipline
Lack of shared goals and direction
Performance appraisal
Transformational leadership
Aggressiveommunication
Identifying weaknesses and shortcomings of team members
Onboarding
Focusing on routine tasks and providing rewards for performance
The ability to hide one's emotions effectively
Alignment between personal values and organizational goals
Social intelligence
Compromising
Aontinuous process of giving and receiving feedback to improve performance
Gossip and rumors amongolleagues
Onboarding
Active listening
Phone call
Finding mutually agreeable solutions
Laissez-faire
Evaluate employee performance and provide feedback
Pretending to have emotions youon't actually feel
It encouragesifferent perspectives and creativity
To ensure goals are specific, measurable, achievable, relevant, and time-bound
Collaboration that produces exceptional results
Implementing theecision
Assertive
Understanding and sharing others' feelings
To evaluate employees' technical skills
Autocratic
Finding a healthy equilibrium between work and personal activities
Belongingness needs
Intrinsic motivation
To evaluate a company's strengths, weaknesses, opportunities, and threats
Ignoring an employee's performance entirely
Collaborating
Theiscomfort experienced when holding contradictory beliefs or attitudes
Avoiding open communication
The practice of seekingiverse opinions within a team
Punishment
Difficulty in maintaining clear communication
To provide guidance for ethicalecision-making and behavior
The tendency for a group to makeecisions without considering alternatives
Lateral communication
To evaluate employees' technical skills
Transformational leadership
Self-concept
Email from a supervisor
To identify and address employees'evelopmental needs
Option C
Measurable and specific criteria for success
To foster an environment where all employees feel valued and respected
Rigidity
To promote favoritism within the organization
Compromising
Frustration
Salary increase
Emotional intelligence
Norming
To reduce an employee's rank or position
Finding a solution that satisfies all parties involved
Assigning characteristics to a whole group based on a few individuals
Avoiding any breaksuring work hours
Hierarchical structure
To assess an organization's strengths, weaknesses, opportunities, and threats
Expert power
Anchoring bias
A team that focuses on a single task
Written communication
Social awareness
Feedback that identifies areas for improvement and offers suggestions
The idea that high expectations lead to improved performance in others
To generate creative ideas through group collaboration
Poor listening skills
Hawthorne effect
Coercive motivation
Overload
Seeking win-win solutions that benefit all parties
An outcome where one party completelyominates the other
To evaluate employees' technical skills
Non-verbal communication
Segregation
Transformational leadership
The tendency to favor one's own cultural background over others
Norming
Critique
Written communication
The study of solitaryecision-making processes
Avoiding
Overconfidence bias
Increased potential for conflict and misunderstandings
Delegation
Emotional barriers
Anchoring bias
Recruitment
Micro-managing and not trusting employees
Burnout
High levels of stress, negativity, and conflict
Showing genuine enthusiasm and engagement when responding to others' positive news
Neuroticism
Voluntary turnover
The tendency to suppress emotions outside of work hours
Written communication
Onboarding
Setting clear priorities andeadlines
Theegree of contentment and fulfillment an individual experiences in their job
Expert power
Collaborating
Cultural background
Training
Collaborating
Social awareness
Promotion
The tendency for groups to makeecisions that are more extreme than individualecisions
Flexible work hours
Communication adaptation
Embracing failures as opportunities for learning
The variety of skills and expertise among employees
Diversity
Shared goals and clear roles
Autonomy
Stereotyping
Complacency
Using technical jargon to impress others
The study of job-related tasks and responsibilities
Prioritizing efficiency and goal achievement
Attrition
Collaborating
Reaction inhibition
Emphasis on individual achievements
Coaching
Participative leadership
Passive-aggressive communication
Enhancing collaboration, communication, and trust within the team
Job rotation
Empowering employees to makeecisions independently
The practice of suppressing all emotions in the workplace
Conflicting expectations fromifferent roles or positions
Cognitive empathy
Collaborating
A formal meeting foriscussing employee grievances
Supervisor's email to employees
Performance appraisal
Interrupting the speaker c
Memo b
Ignoring the issue c
Transactional c
Assign blame for mistakes c
Expressing emotions impulsively b
It guarantees equal pay for all employees c
To discourage employees from achieving their best c
A lack of diversity c
Monitoring the results b
Indirect c
Avoiding emotional situations c
To determine promotions without considering performance b
Charismatic c
Avoiding personal responsibilities for the sake of work c
Esteem needs d
Coercive motivation c
To determine employee attendance rates c
Rating all employees as average performers a
Accommodating d
A form of decision-making bias c
Encouraging competition among team members b
The tendency for a group to conform and make poor decisions to maintain harmony d
Extinction b
Reduced access to technology c
To discourage employees from reporting unethical behavior c
The tendency to avoid group activities c
External communication c
To determine promotions solely based on seniority b
Charismatic leadership c
Self-efficacy d
Informal team meetings c
To compare employees' performance without their knowledge c
Option D Answer
Frequent changes and unpredictability c
To discourage collaboration among diverse groups c
Apathy a
To distribute bonuses without considering performance b
Forcing c
Complacency c
Personal growth c
Sympathy a
Performing c
To eliminate the need for promotions c
Suppressing emotions and avoiding communication c
Ignoring individual differences and focusing on group traits c
Keeping tasks open-ended without specific goals b
Centralized workspace b
To determine project timelines c
Legitimate power d
Overconfidence bias a
A team that works remotely b
Visual communication c
Emotional contagion b
Generic compliments without clear context c
The tendency for leaders to focus solely on their personal goals c
To make decisions based on individual opinions c
Emotional biases and filters d
Social facilitation c
Monetary motivation a
Horizontal movement c
Focusing on personal grievances during resolution c
An outcome that ends in conflict and dissatisfaction b
To determine promotions without considering performance b
Formal communication b
Acculturation d
Transactional leadership b
The refusal to learn about other cultures b
Performing d
Micromanagement b
Visual communication b
The practice of avoiding group activities b
Forcing c
Anchoring bias a
Improved problem-solving and decision-making d
Critique a
Personal barriers b
Overconfidence bias c
Training c
Empowering employees to make decisions c
Motivation c
Clear and achievable goals c
Criticizing others' achievements c
Optimism c
Job rotation c
The practice of expressing emotions impulsively in the workplace b
Visual communication d
Performance appraisal c
Avoiding breaks and rest periods c
A focus on completing tasks without considering job role c
Referent power a
Forcing b
Work environment and organization culture d
Performance appraisal d
Forcing d
Emotional contagion a
Turnover c
The tendency for groups to avoid making decisions altogether c
Overtime pay c
Interpersonal alignment c
Fear of making mistakes c
The presence of a mix of individuals from different backgrounds and identities d
Homogeneity b
Dominance of a single team member c
Bureaucracy c
Conflict resolution c
Procrastination b
Focusing solely on one's own viewpoint b
Principles and values that guide behavior and decision-making d
Avoiding all forms of conflict c
Job rotation b
Forcing c
Delayed gratification b
Effective collaboration and mutual support d
Micromanagement c
Autocratic leadership d
Assertive communication b
Establishing a hierarchical structure within the team c
Offboarding d
Encouraging innovative thinking and risk-taking b
The tendency to express emotions impulsively a
High level of job satisfaction and motivation c
Affective understanding a
Forcing d
A method for avoiding feedback and criticism b
Personal phone calls during work hours c
Termination c
Active listening
Facial expression
Finding mutually agreeable solutions
Laissez-faire
Evaluate employee performance and provide feedback
The capacity to understand and manage your own emotions
It encourages different perspectives and creativity
To ensure goals are specific, measurable, achievable, relevant, and time-bound
Collaboration that produces exceptional results
Identifying the problem
Assertive
Understanding and sharing others' feelings
To gather feedback from multiple sources, including peers and subordinates
Autocratic
Finding a healthy equilibrium between work and personal activities
Esteem needs
Intrinsic motivation
To evaluate a company's strengths, weaknesses, opportunities, and threats
Seeing an employee's performance as better than it is due to one positive trait
Accommodating
The discomfort experienced when holding contradictory beliefs or attitudes
Keeping information confidential
The tendency for a group to conform and make poor decisions to maintain harmony
Negative reinforcement
Difficulty in maintaining clear communication
To provide guidance for ethical decision-making and behavior
The tendency for a group to make decisions without considering alternatives
Lateral communication
To gather feedback from multiple sources, including peers and subordinates
Transformational leadership
Self-efficacy
Email from a supervisor
To identify and address employees' developmental needs

Measurable and specific criteria for success

To foster an environment where all employees feel valued and respected
Resilience
To provide feedback and assess employee performance
Compromising
Frustration
Salary increase
Empathy
Norming
To reduce an employee's rank or position
Finding a solution that satisfies all parties involved
Assigning characteristics to a whole group based on a few individuals
Prioritizing tasks based on importance and deadlines
Distributed collaboration
To assess an organization's strengths, weaknesses, opportunities, and threats
Legitimate power
Confirmation bias
A team that includes members from different departments or disciplines
Written communication
Emotional intelligence
Feedback that identifies areas for improvement and offers suggestions
The idea that high expectations lead to improved performance in others
To generate creative ideas through group collaboration
Emotional biases and filters
Hawthorne effect
Intrinsic motivation
Overload
Seeking win-win solutions that benefit all parties
An outcome where both parties achieve their goals
To gather feedback from multiple sources, including peers and subordinates
Verbal communication
Acculturation
Laissez-faire leadership
The ability to interact effectively with individuals from different cultures
Performing
Coaching
Non-verbal communication
The interactions and relationships among group members
Avoiding
Self-serving bias
Improved problem-solving and decision-making
Training
Semantic barriers
Anchoring bias
Recruitment
Micro-managing and not trusting employees
Burnout
High levels of stress, negativity, and conflict
Showing genuine enthusiasm and engagement when responding to others' positive news
Neuroticism
Voluntary turnover
The effort required to regulate one's emotions to meet job requirements
Visual communication
Onboarding
Setting clear priorities and deadlines
The degree of contentment and fulfillment an individual experiences in their job
Reward power
Compromising
Work environment and organization culture
Performance appraisal
Forcing
Empathy
Promotion
The tendency for groups to make decisions that are more extreme than individual decisions
Flexible work hours
Communication adaptation
Embracing failures as opportunities for learning
The presence of a mix of individuals from different backgrounds and identities
Culture
Shared goals and clear roles
Autonomy
Stereotyping
Resilience
Active listening and showing empathy
Principles and values that guide behavior and decision-making
Prioritizing efficiency and goal achievement
Involuntary turnover
Collaborating
Self-discipline
Effective collaboration and mutual support
Coaching
Autocratic leadership
Aggressive communication
Enhancing collaboration, communication, and trust within the team
Offboarding
Focusing on routine tasks and providing rewards for performance
The tendency for emotions to spread from one individual to another
Conflicting expectations from different roles or positions
Emotional intelligence
Forcing
A continuous process of giving and receiving feedback to improve performance
Supervisor's email to employees
Performance appraisal
Questions
Which of the following is a characteristic of transformational leadership
Emotional intelligence involves the ability to
What does the halo effect refer to in social psychology
Which leadership style focuses on high task control and low relationship concern
In negotiation, a "win-win" outcome means
Proxemics refers to the study of
Which conflict resolution strategy involves seeking a solution that partially satisfies both parti
What is the key characteristic of a fixed mindset
The Johari Window model is used to understand
Which of the following is an extrinsic motivation factor
A high need for achievement is associated with
In the context of communication, "encoding" refers to
Which leadership style is characterized by giving employees a high level of autonomy and trus
What does the "mere exposure effect" suggest
Which cognitive bias involves relying on the first piece of information encountered when maki
The term "glass ceiling" refers to
Which type of power is based on an individual's personal traits and qualities
A strong preference for the status quo and aversion to change is known as
Which negotiation strategy involves making extreme demands and then gradually conceding
"Cognitive dissonance" refers to the discomfort caused by
The tendency to attribute other people's behavior to internal factors and our own behavior to e
Which communication style involves giving clear instructions and focusing on task accomplis
What is the primary goal of equity theory in psychology
The "Big Five" personality traits include all of the following except
Which theory suggests that people are motivated by a hierarchy of needs, from physiological to
Social cognitive theory emphasizes the role of
What is the key concept in the social exchange theory
Which negotiation strategy aims to find a solution that maximizes joint gains for all parties
The Pygmalion effect is also known as the
Which type of motivation arises from the satisfaction of performing an inherently rewarding ac
The term "empathy" refers to
Which cognitive bias involves overestimating the accuracy of one's own beliefs and prediction
Which leadership style is based on building relationships and helping others succeed
The "fight or flight" response is associated with which physiological system
Which type of communication occurs through body language and facial expressions
According to the equity theory, what happens when individuals perceive inequity
Which conflict resolution strategy involves prioritizing the needs of others over one's own
A manager who sets clear goals, provides regular feedback, and rewards performance is using
Which theory suggests that people have an innate need to feel competent and autonomous
What is the primary focus of the self-regulation theory
The term "groupthink" refers to
Which type of power is based on an individual's position or role within an organization
What is the term for the discomfort experienced when our behavior and attitudes are inconsi
Which communication style involves avoiding expressing personal opinions or feelings
In the context of motivation, "extrinsic rewards" refer to
Which theory proposes that people are motivated by the perceived value and attainability of
What is the primary focus of the social identity theory
A leader who seeks input from team members, values their opinions, and encourages participat
Which cognitive bias involves relying on readily available information to make judgments
Which psychological theory emphasizes the importance of unconscious desires and conflicts i
Which negotiation strategy seeks to create value by addressing the interests of all parties inv
The "illusion of transparency" refers to the tendency to
Which theory proposes that emotions are the result of physiological changes followed by cogni
The "illusory correlation" phenomenon refers to
Which leadership style emphasizes follower empowerment, personal development, and collab
The term "reactance" refers to
Which negotiation style involves putting the interests of others before your own and finding
The "Dunning-Kruger effect" refers to
In communication, "feedback" refers to
Which theory suggests that behavior is influenced by both personal traits and the social envi
The "hawthorne effect" refers to
In negotiation, "BATNA" stands for
The term "cognitive appraisal" refers to
Which conflict resolution strategy involves collaborating with others to find a solution that sati
According to the social identity theory, people tend to favor their own group in order to
Which type of power involves the ability to influence others due to one's expertise and know
The "foot-in-the-door" technique is based on the principle of
Which theory suggests that individuals seek to maintain a balance between their attitudes an
The term "stereotype threat" refers to
Which leadership style involves making decisions without involving others and relying on auth
In the context of motivation, "intrinsic rewards" refer to
Which psychological theory emphasizes the importance of fulfilling psychological needs for we
The term "cognitive dissonance" was coined by which social psychologist
The "mere ownership effect" suggests that people tend to value objects more after they
Which communication model includes the sender, message, medium, receiver, feedback, and
The term "pluralistic ignorance" refers to
Which type of motivation arises from the desire to help others or contribute to a larger cause
The "availability cascade" phenomenon refers to
Which negotiation strategy involves focusing solely on one's own interests and maximizing pe
According to Herzberg's two-factor theory, which factors are associated with job satisfaction
The "mere possibility effect" suggests that people tend to overvalue
Which theory suggests that emotions and physiological reactions occur simultaneously but i
The "group polarization" phenomenon refers to
Which type of communication occurs through written or typed words
The term "social loafing" refers to
Which theory suggests that emotions are the result of physiological changes that follow cognit
The "false consensus effect" refers to
In the context of communication, "noise" refers to
Which leadership style involves a charismatic leader who inspires followers through a strong v
The "ostrich effect" refers to the tendency to
Which cognitive bias involves relying on the most recent information when making decisions
According to the concept of "emotional contagion," individuals are likely to
The "mere mention" effect suggests that
In communication, the "social presence theory" posits that
Which psychological theory emphasizes the interplay between an individual's personal traits
The "illusory truth effect" refers to the tendency to
According to the "self-serving bias," individuals are more likely to attribute their successes to
The "illusion of control" refers to the tendency to
Which type of conflict involves differences in values, beliefs, and opinions
The term "mindfulness" refers to
According to the theory of planned behavior, which factor directly influences behavioral inten
The "framing effect" suggests that people's decisions can be influenced by
Which type of conformity involves publicly going along with group norms while privately disa
The "weapon focus effect" refers to the tendency for witnesses to
According to the "reciprocity norm," individuals are more likely to
Which psychological theory focuses on the importance of self-efficacy in motivating behavior
The term "illusory superiority" refers to the tendency for individuals to
The "false memory illusion" refers to the tendency to
In the context of motivation, "goal-setting theory" emphasizes the importance of
The "mood-congruent memory bias" suggests that
Which theory suggests that individuals have an optimal level of arousal for optimal performa
The "overconfidence bias" refers to the tendency to
According to the "primacy effect," individuals are more likely to remember
The "illusory correlation" phenomenon is most likely to occur when
According to the "mere exposure effect," individuals are more likely to
Which communication style involves expressing one's thoughts, feelings, and opinions while re
The "false consensus effect" is more likely to occur when individuals
In the context of motivation, "self-concordance theory" suggests that goals are more likely t
The "mere association effect" refers to the tendency for
According to the "ingroup bias," individuals are more likely to
The "attribution theory" focuses on understanding
Which psychological theory emphasizes the role of cultural and societal factors in shaping beh
The "false uniqueness effect" refers to the tendency for individuals to
According to the "mere thought effect," individuals are more likely to
The "false consensus effect" is more likely to occur when individuals
Which type of social influence involves adopting the beliefs or behaviors of a group due to a g
According to the "contrast effect," an individual's evaluation of something is influenced by
The "bias blind spot" refers to the tendency for individuals to
According to the "ingroup-outgroup bias," individuals are more likely to attribute negative b
Which psychological theory suggests that people strive for a balance between inputs and outco
The "hindsight bias" refers to the tendency to
In the context of motivation, "self-determination theory" emphasizes the importance of
The "fear-then-relief" technique is based on the principle of
According to the "social comparison theory," individuals are more likely to compare themselve
Which communication style involves expressing one's needs and concerns while showing empa
The "belief perseverance" phenomenon refers to the tendency to
According to the "self-serving bias," individuals are more likely to attribute their failures to
The "boomerang effect" occurs when
The "illusory correlation" phenomenon is more likely to occur when individuals
Which psychological theory suggests that people are motivated by a hierarchy of needs, from ba
The "escalation of commitment" phenomenon refers to the tendency to
According to the "mere ownership effect," individuals are more likely to value objects that th
The "illusory truth effect" is more likely to occur when individuals
In communication, the "filter theory" suggests that
The "confirmation bias" refers to the tendency to
According to the "mere exposure effect," repeated exposure to a stimulus tends to lead to
The "false consensus effect" is more likely to occur when individuals
Which type of power involves the ability to reward or punish others
According to the "mere thought effect," individuals are more likely to
The "halo effect" refers to the tendency to
Option A
Micromanagement
Suppress emotions in professional settings
Positiveiasased on a single trait
Transformational leadership
One party gains significantly more than the other
Body language
Avoidance
Willingness to learn from failures
Group decision-making
Personal fulfillment
Avoiding challenges
Decoding nonverbal cues
Authoritarian leadership
People prefer unfamiliar things over familiar ones
Confirmationias
A transparentarrier in communication
Coercive power
Risk aversion
Collaborative negotiation
Holding conflictingeliefs or attitudes
Actor-observerias
Assertive
To promote fairness and justice in society
Openness to experience
Expectancy theory
Innate personality traits
Self-actualization
Competitive negotiation
Self-fulfilling prophecy
Extrinsic motivation
The ability to understand and share another's feelings
Confirmationias
Transactional leadership
Endocrine system
Verbal communication
Theyecome more productive
Collaboration
Transformational leadership
Self-determination theory
Cultural influences onehavior
The tendency to conform to group norms
Expert power
Cognitive dissonance
Assertive
Rewards that are naturally satisfying
Expectancy theory
The impact of genetics onehavior
Authoritarian leadership
Anchoringias
Humanistic theory
Competitive negotiation
Overestimate one's own abilities
Cannon-Bard theory
A falseelief that events are related when they are not
Transactional leadership
The tendency to conform to group norms
Competitive negotiation
The tendency to overestimate our own abilities
The process of encoding messages
Trait theory
The tendency to focus on negative outcomes
Best Alternative to a Non-cooperative Agreement
The ability to accurately interpret nonverbal cues
Collaboration
Avoid cognitive dissonance
Legitimate power
Cognitive dissonance
Balance theory
The tendency to judge othersased on personaleliefs
Laissez-faire leadership
Tangible rewards providedy others
Psychoanalytic theory
B.F. Skinner
Gain expertise in using the objects
Linear communication model
The tendency to conform to group norms
Extrinsic motivation
The tendency to rely on the first piece of information encountered
Collaborative negotiation
Hygiene factors
Rare opportunities
Cannon-Bard theory
The tendency for group decisions toe more extreme than individual decisions
Verbal communication
The tendency to overestimate the impact of cognitiveiases
Cannon-Bard theory
The tendency to conform to group norms
Auditory distractions that interfere with the message
Transformational leadership
Avoid seeking information that maye distressing
Anchoringias
Suppress their emotions in group settings
People preferrief and concise messages
Face-to-face communication is less effective than virtual communication
Trait theory
Overestimate one's own abilities
External factors
Overestimate one's own abilities and control over outcomes
Interpersonal conflict
The practice of setting clear goals and objectives
Attitudes toward theehavior
The way information is presented or framed
Informational conformity
Focus on the emotional expressions of individuals
Conform to group norms
Self-determination theory
Underestimate their abilities relative to others
Remember traumatic events accurately
Intrinsic rewards
People are more likely to remember information that contradicts their current mood
Yerkes-Dodson law
Seek advice from authority figures
The middle of a list of items
Events are unrelated
Avoid new experiences and information
Assertive
Feel confident in their owneliefs
Imposedy authority figures
People to associate with those who have similar opinions
Attribute their successes to their own abilities
How emotions are expressed through nonverbal cues
Humanistic theory
Seek advice from authority figures
Remember information they have actively thought about
Seek out diverse opinions
Compliance
The immediate context in which it is presented
Overestimate their ability to detect cognitiveiases in others
Their internal characteristics
Expectancy theory
Believe that others can see our internal thoughts and emotions
Extrinsic rewards
Reciprocity
When they are confident in their abilities
Passive-aggressive
Conform to group norms to avoid conflict
External factors
A message is received positivelyy the audience
Seek out diverse opinions
Expectancy theory
Attribute the successes of others to luck
Have actively used and experienced
Seek out diverse opinions
Messages are decoded without any interference
Overestimate the accuracy of one's memory
A decrease in liking for the stimulus
Are uncertain about theireliefs
Referent power
Remember emotionally charged events accurately
Attribute others'ehavior to external factors
Option B
Passiveommunication
Recognize and manage one's own emotions
Negative bias in group settings
Laissez-faire leadership
Both parties gain mutually
Personal space and distance
Accommodation
Embrace ofhallenges
Intrinsic motivation
Interest in the task itself
Preferring routine tasks
Converting thoughts into language or symbols
Transactional leadership
Repeated exposure to something increases liking for it
Anchoring bias
An invisible barrier limitingareer advancement forertain groups
Legitimate power
Change resistance
Competitive negotiation
Experiencing sensory overload
Fundamental attribution error
Aggressive
To explain how people perceive and react to inequality
Extraversion
Herzberg's two-factor theory
Biological determinism
Reciprocity of benefits andosts
Distributive negotiation
Anchoring bias
Intrinsic motivation
The ability to persuade and influence others
Optimism bias
Autocratic leadership
Lymphatic system
Writtenommunication
They experienceognitive dissonance
Accommodation
Transactional leadership
Social identity theory
Influence of genetic factors on personality
The power of minority influence
Referent power
Confirmation bias
Passive
Rewards thatome from within oneself
Herzberg's two-factor theory
The interplay between nature and nurture
Laissez-faire leadership
Confirmation bias
Socialognitive theory
Distributive negotiation
Believe that othersan see our internal thoughts and emotions
James-Lange theory
A biased perception of our own abilities
Servant leadership
The resistance to persuasion due to perceived threats to one's freedom
Distributive negotiation
The tendency to underestimate the abilities of others
The response to a message, indicating understanding or reaction
Socialognitive theory
The impact ofulture onommunication styles
Balanced Approach to Negotiating Agreements
The process of assigning emotional significance to a situation
Competition
Maximize extrinsic rewards
Coercive power
Reciprocity
Consistency theory
The fear ofonfirming negative stereotypes about one's group
Autocratic leadership
Rewards that are naturally satisfying
Self-determination theory
Carl Rogers
Observe others using the objects
Transactionalommunication model
The mistaken belief that others are more accepting of a behavior than they actually are
Intrinsic motivation
The impact ofognitive dissonance on decision-making
Competitive negotiation
Achievement factors
Probable outcomes
James-Lange theory
The tendency toonform to group norms to avoidonflict
Nonverbalommunication
The tendency for people to work harder in a group setting
James-Lange theory
The tendency to overestimate the accuracy of one's memory
Aommunication strategy to get attention
Transactional leadership
Overestimate the accuracy of one's beliefs
Hindsight bias
Passively observe others' emotional expressions
People are more likely toomply with direct orders
The effectiveness ofommunication depends on the socialontext andues present
Social identity theory
Believe false information when it is repeated frequently
Randomhance
Seek advice from authority figures
Intrapersonalonflict
The ability to regulate emotions and reactions effectively
Perceived behavioralontrol
The presence of emotionalues
Normativeonformity
Overestimate the accuracy of their own memory
Follow authority figures
Expectancy theory
Overestimate their abilities relative to others
Form memories that areonsistent with our self-concept
Extrinsic rewards
People are more likely to remember positive events when they are in a negative mood
Herzberg's two-factor theory
Overestimate the accuracy of one's own beliefs and predictions
The last items in a list
Events are related but go unnoticed
Remember familiar information more accurately
Passive
Have low self-esteem
Aligned with intrinsic interests and values
People to remember emotionallyharged events more accurately
Exhibitognitive dissonance
The influence of authority figures on behavior
Trait theory
Overestimate the accuracy of their own beliefs
Rely on the most recent information
Are uncertain about their beliefs
Conformity
Theomparison with other similar things
Underestimate the accuracy of their own beliefs and predictions
Situational factors
Equity theory
Misinterpret nonverbalues
Intrinsic motivation
Authority
When they want to avoidonformity
Passive
Believe that othersan see our internal thoughts and emotions
Their own abilities
A message leads to immediate behaviorhange
Are exposed to information frequently
Social identity theory
Avoid seeking information thatontradicts our beliefs
Have received as gifts from others
Areonfident in their own beliefs
Onlyertain messages are selected for transmission
Seek advice from authority figures
A neutral response to the stimulus
Conform to authority figures
Expert power
Develop positive attitudes toward things they have thought about
Form impressions of others based on a single trait orharacteristic
Option C
Transactional rewards
Avoid emotional connections with colleagues
Fear of public speaking
Democratic leadership
One party concedes entirely
Vocal intonation
Compromise
Belief in the potential for growth
Self-awareness and communication
Recognition and rewards
Setting easy goals
Translating messages into body language
Participative leadership
People are more likely to comply with authority figures
Availability heuristic
A physical barrier in the workplace
Referent power
Innovation bias
Distributive negotiation
Making hastyecisions
Confirmation bias
Passive
To explore the role of cognitiveissonance inecision-making
Conscientiousness
Maslow's hierarchy of needs
Observational learning and modeling
Collective unconsciousness
Integrative negotiation
Confirmation bias
Altruistic motivation
The capacity to manage emotions effectively
Hindsight bias
Servant leadership
Nervous system
Nonverbal communication
They adjust their perceptions of fairness
Avoidance
Charismatic leadership
Social exchange theory
How individuals manage their thoughts, feelings, and behaviors
The collective intelligence ofiverse groups
Coercive power
Anchoring bias
Aggressive
Tangible rewards provided by others
Equity theory
The influence of social groups on self-concept and behavior
Transformational leadership
Hindsight bias
Psychoanalytic theory
Integrative negotiation
Misinterpret nonverbal cues
Schachter-Singer theory
The tendency to overestimate the accuracy of our memory
Laissez-faire leadership
The tendency to seek information that confirms one's preexisting b
Collaborative negotiation
The tendency to conform to social norms
Nonverbal cues and body language
Humanistic theory
The tendency for individuals to perform better when they know t
Basic Approach to Neutralizing Aggression
The tendency to underestimate the impact of cognitive biases
Avoidance
Enhance their self-esteem
Referent power
Authority
Cognitiveissonance theory
The tendency to rely on unconscious biases
Transformational leadership
Rewards that are monetary in nature
Trait theory
Leon Festinger
Receive explicit instructions on using the objects
Cognitive communication model
The impact of authority onecision-making
Altruistic motivation
The repeated exposure to a particular idea leading to its increase
Integrative negotiation
Growth factors
Certain outcomes
Schachter-Singer theory
The tendency for groupecisions to be more cautious than individua
Oral communication
The tendency for individuals to put forth less effort in a group sett
Schachter-Singer theory
The tendency to assume that others share our opinions and behav
Nonverbal cues that contradict the verbal message
Servant leadership
Conform to the majority opinion in a group
Recency bias
Transmit and catch emotions from others
People are more likely to recall information that is frequently rep
The quality of communication isetermined solely by the medium
Interactionist theory
Rely on the most recent information
Their own abilities
Conform to group norms
Intergroup conflict
The state of being fully present and aware of the current moment
Subjective norms
The consistency of information across sources
Compliance
Remember weapons in crime scenes more than otheretails
Comply with social expectations
Social identity theory
Attribute their successes to external factors
Develop false memories based on suggestions and misinformation
Clear and specific goals
People are more likely to remember information that is consisten
Maslow's hierarchy of needs
Avoid seeking information that contradicts our beliefs
The first items in a list
Events are related and stand outue to their rarity
Develop positive attitudes toward things they are exposed to freq
Aggressive
Conform to social norms
Short-term and easily achievable
Events to become associated in memoryue to their proximity
Favor members of their own group over members of other groups
How individuals assign causes to events and behaviors
Social cognitive theory
Attribute their successes to external factors
Seek advice from authority figures
Conform to social norms
Identification
The frequency with which it is encountered
Rely on the most recent information when makingecisions
The authority figures in their group
Social exchange theory
Overestimate the accuracy of one's memory
Goal-setting
Scarcity
When they lack accurate self-assessment
Assertive
Persistently hold onto a belief even when presented with contrad
Random chance
A persuasive message backfires and strengthens the opposing atti
Conform to group norms
Maslow's hierarchy of needs
Increase one's investment in aecisionespite negative outcomes
Have possessed for a long time
Conform to social norms
People are selective in their attention to verbal cues
Attribute others' behavior to situational factors
An increase in familiarity and liking for the stimulus
Rely on the most recent information
Coercive power
Exhibit the anchoring bias inecision-making
Rely on the most recent information when making judgments
Option D Answer
Inspirational motivation d
Show emotions without considering their impact b
Tendency to conform in a group a
Servant leadership b
Both parties lose something valuable b
Facial expressions b
Collaboration c
Belief that abilities are static and unchangeable d
Leadership styles c
Sense of achievement c
Setting challenging goals d
Filtering information before transmitting it b
Transformational leadership d
People are influenced by the first information they receive b
Hindsight bias b
A metaphor for open leadership communication b
Expert power c
Ambiguity tolerance a
Integrative negotiation c
Engaging in groupthink a
Self-serving bias b
Passive-aggressive a
To analyze the effects of cultural differences on behavior b
Humility d
Equity theory c
Collective unconsciousness c
Authoritarianism b
Collaborative negotiation c
Halo effect a
Collective motivation b
The practice of active listening a
Anchoring bias b
Laissez-faire leadership c
Digestive system c
Formal communication c
They strive for equality in outcomes b
Competition b
Laissez-faire leadership b
Equity theory a
The impact of group dynamics on decision-making c
Flawed decision-making due to group consensus d
Legitimate power d
Self-serving bias a
Passive-aggressive b
Rewards derived from personal growth c
Self-determination theory a
The role of unconscious desires in decision-making c
Democratic leadership d
Availability heuristic d
Self-determination theory c
Collaborative negotiation c
Downplay the impact of cognitive biases b
Cognitive appraisal theory a
The process of forming connections between unrelated concepts a
Charismatic leadership b
The cognitive bias of anchoring b
Integrative negotiation c
The tendency to seek out information that confirms our beliefs a
The use of formal language and proper grammar b
Psychoanalytic theory b
The process of cognitive dissonance resolution c
Better Alternative to a Negotiated Agreement d
The cognitive process of encoding verbal messages b
Accommodation a
Reduce social loafing c
Expert power d
Social proof a
Elaboration likelihood model b
The process of forming first impressions b
Charismatic leadership b
Rewards that come from within oneself b
Social identity theory b
Abraham Maslow c
Gain possession of the objects d
Relational communication model b
The tendency to underestimate the impact of cognitive biases b
Collective motivation c
The tendency to perceive a correlation between unrelated events c
Distributive negotiation b
Motivation factors d
Familiar situations a
Two-factor theory c
The tendency to resist changing one's attitudes due to social influence a
Written communication d
The tendency to conform to group norms c
Cognitive appraisal theory d
The tendency to favor one's own group over others c
The encoding of messages a
Laissez-faire leadership a
Exhibit confirmation bias a
Availability heuristic c
Avoid emotional discussions c
People are more likely to remember information when they encounter it repeatedly d
Verbal communication is more powerful than nonverbal communication b
Self-determination theory c
Avoid seeking information that contradicts our beliefs b
Uncontrollable circumstances c
Underestimate one's own abilities and control over outcomes a
Intragroup conflict c
The process of cognitive restructuring to change negative thought patterns c
Perceived benefits a
The urgency of the situation a
Internalization c
Have difficulty recalling specific events c
Help those who have helped them d
Cognitive dissonance theory b
Seek guidance from authority figures b
Rely on reliable sources to verify memories c
Flexible goals c
People are more likely to remember emotionally neutral events accurately c
Social identity theory a
Rely on the most recent information when making decisions b
Emotionally charged items c
Events are related but share no common characteristics c
Engage in risky behaviors c
Passive-aggressive a
Seek confirmation bias a
Competitive and challenging b
People to attribute their successes to external factors c
Resist changing their attitudes due to social influence c
The impact of cognitive biases on decision-making c
Social constructionist theory d
Underestimate their abilities relative to others d
Exhibit confirmation bias a
Have low self-esteem c
Internalization d
The emotional response it elicits b
Exhibit the anchoring bias in decision-making a
Random chance a
Social identity theory b
Believe that an event was predictable after it has occurred d
Competition b
Cognitive dissonance a
When they are in a positive mood c
Aggressive c
Rely on the most recent information when making decisions c
The authority figures in their group a
A message relies on emotional appeals c
Rely on the most recent information b
Self-determination theory c
Exhibit the fundamental attribution error c
Have come into contact with through mere possession d
Attribute their successes to internal factors b
Nonverbal cues play a more important role than verbal cues b
Seek out information that confirms our preexisting beliefs d
A decrease in familiarity with the stimulus c
Are confident in their own beliefs d
Legitimate power c
Rely on the most recent information when making decisions b
Conform to group norms b
Inspirational motivation
Recognize and manage one's own emotions
Positive bias based on a single trait
Laissez-faire leadership
Both parties gain mutually
Personal space and distance
Compromise
Belief that abilities are static and unchangeable
Self-awareness and communication
Recognition and rewards
Setting challenging goals
Converting thoughts into language or symbols
Transformational leadership
Repeated exposure to something increases liking for it
Anchoring bias
An invisible barrier limiting career advancement for certain groups
Referent power
Risk aversion
Distributive negotiation
Holding conflicting beliefs or attitudes
Fundamental attribution error
Assertive
To explain how people perceive and react to inequality
Humility
Maslow's hierarchy of needs
Observational learning and modeling
Reciprocity of benefits and costs
Integrative negotiation
Self-fulfilling prophecy
Intrinsic motivation
The ability to understand and share another's feelings
Optimism bias
Servant leadership
Nervous system
Nonverbal communication
They experience cognitive dissonance
Accommodation
Transactional leadership
Self-determination theory
How individuals manage their thoughts, feelings, and behaviors
Flawed decision-making due to group consensus
Legitimate power
Cognitive dissonance
Passive
Tangible rewards provided by others
Expectancy theory
The influence of social groups on self-concept and behavior
Democratic leadership
Availability heuristic
Psychoanalytic theory
Integrative negotiation
Believe that others can see our internal thoughts and emotions
Cannon-Bard theory
A false belief that events are related when they are not
Servant leadership
The resistance to persuasion due to perceived threats to one's freedom
Collaborative negotiation
The tendency to overestimate our own abilities
The response to a message, indicating understanding or reaction
Social cognitive theory
The tendency for individuals to perform better when they know they are being observed
Better Alternative to a Negotiated Agreement
The process of assigning emotional significance to a situation
Collaboration
Enhance their self-esteem
Expert power
Cognitive dissonance
Consistency theory
The fear of confirming negative stereotypes about one's group
Autocratic leadership
Rewards that are naturally satisfying
Self-determination theory
Leon Festinger
Gain possession of the objects
Transactional communication model
The mistaken belief that others are more accepting of a behavior than they actually are
Altruistic motivation
The repeated exposure to a particular idea leading to its increased acceptance
Competitive negotiation
Motivation factors
Rare opportunities
Schachter-Singer theory
The tendency for group decisions to be more extreme than individual decisions
Written communication
The tendency for individuals to put forth less effort in a group setting
Cognitive appraisal theory
The tendency to assume that others share our opinions and behaviors
Auditory distractions that interfere with the message
Transformational leadership
Avoid seeking information that may be distressing
Recency bias
Transmit and catch emotions from others
People are more likely to remember information when they encounter it repeatedly
The effectiveness of communication depends on the social context and cues present
Interactionist theory
Believe false information when it is repeated frequently
Their own abilities
Overestimate one's own abilities and control over outcomes
Intergroup conflict
The state of being fully present and aware of the current moment
Attitudes toward the behavior
The way information is presented or framed
Compliance
Remember weapons in crime scenes more than other details
Help those who have helped them
Expectancy theory
Overestimate their abilities relative to others
Develop false memories based on suggestions and misinformation
Clear and specific goals
People are more likely to remember information that is consistent with their current mood
Yerkes-Dodson law
Overestimate the accuracy of one's own beliefs and predictions
The first items in a list
Events are related and stand out due to their rarity
Develop positive attitudes toward things they are exposed to frequently
Assertive
Feel confident in their own beliefs
Aligned with intrinsic interests and values
Events to become associated in memory due to their proximity
Favor members of their own group over members of other groups
How individuals assign causes to events and behaviors
Social constructionist theory
Underestimate their abilities relative to others
Remember information they have actively thought about
Conform to social norms
Internalization
The comparison with other similar things
Overestimate their ability to detect cognitive biases in others
Their internal characteristics
Equity theory
Believe that an event was predictable after it has occurred
Intrinsic motivation
Reciprocity
When they lack accurate self-assessment
Assertive
Persistently hold onto a belief even when presented with contradictory evidence
External factors
A persuasive message backfires and strengthens the opposing attitude
Are exposed to information frequently
Maslow's hierarchy of needs
Increase one's investment in a decision despite negative outcomes
Have come into contact with through mere possession
Are confident in their own beliefs
Only certain messages are selected for transmission
Seek out information that confirms our preexisting beliefs
An increase in familiarity and liking for the stimulus
Are confident in their own beliefs
Coercive power
Develop positive attitudes toward things they have thought about
Form impressions of others based on a single trait or characteristic