| Question 1: Which statement regarding unconscious bias is true? |
| Reference: | Dore, R. A., Hoffman, K. M., Lillard, A. S. and Trawalter, S. (2014), Children's racial bias in perceptions of others' pain. Br J Dev Psychol, 32: 218-231
A.M. Gonzalez et al. Reducing children's implicit racial bias through exposure to positive out-group exemplars. Child Development. Vol. 88, January/February 2017, p. 123 |
| Choice A: | Everyone has unconscious biases |
| Choice B: | Unconscious biases start developing in childhood |
| Choice C: | Unconscious bias can be reduced |
| Choice D: | All of the above |
| Question 2: Which of the following regarding unconscious bias in the hiring process is false? |
| Reference: | R. Knight, "7 Practical Ways to Reduce Bias in Your Hiring Process’’, Harvard Business Review, June 12, 2017 (https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process) |
| Choice A: | Unstructured interviews are recommended as this enhances objective comparison between candidates. |
| Choice B: | When posting a job listing it is advisable to remove adjectives associated with a particular gender. |
| Choice C: | Use of work sample tests during the interview process provide for objective comparison between candidates. |
| Choice D: | It is helpful to review candidate applications in a blinded manner. |
| Question 3: Which of the methods below will not help to reduce unconscious bias in the recruitment process? |
| Reference: | https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process |
| Choice A: | Make interviewers use a standardized script. |
| Choice B: | Carefully edit your job descriptions in order to assess any biased language. |
| Choice C: | Require all interviewees to do unconscious racial and gender bias testing prior to attending interviews. |
| Choice D: | Ask candidates to perform a sample skill test that mimics one of the job’s core responsibilities. |
| Question 4: According to Amy Gallo, what is the benefit of well-managed conflict at work? |
| Reference: | As pointed out by Amy Gallo and other sources, workplace disagreement is inevitable, normal and healthy. Diversity of ideas do not have to be linked to personal likability. One should be mindful of the instinct to avoid conflict, especially for the “conflict-avoider” type of personalities. When well-managed, disagreement leads to better work outcomes.
Reference: “Why We Should Be Disagreeing More at Work”, Amy Gallo, Harvard Business Review. January 3, 2018. |
| Choice A: | Opportunities to learn and grow |
| Choice B: | Improved relationships |
| Choice C: | Higher job satisfaction |
| Choice D: | A more inclusive work environment |
| Choice E: | All of above |
| Question 5: According to Arbinger Institute, what are some of the quantifiable symptoms of poorly-managed workplace conflicts? |
| Reference: | All the symptoms in option (a) through (d) can be quantified as a result of poorly-managed workplace conflicts. While detailed value vary by organization and by the nature of the conflicts, it is commonly recognized that investment in effective conflict management and conflict resolution leads to postiive financial return for the organization.
Reference: Arbinger Institute White Paper “The Financial Cost of Conflict in Organizations”. https://arbinger.com/secureDownload?file=Whitepaper_The_Financial_Cost_of_Conflict_in_Organizations.pdf. Last accessed July 10, 2021, 3:00 PM EST. |
| Choice A: | Wasted time |
| Choice B: | Lower return on investment in labor |
| Choice C: | Poor decision-making |
| Choice D: | Employee attrition |
| Choice E: | All of above. |
| Question 6: According to Christensen-Szalanski & Moeller, which of the following is a form of intangible interest that could lead to workplace conflicts: |
| Reference: | Intangible interests may be difficult to identify in a conflict, but should not be overlooked.
Reference: Chapter 2 in An Interest-Based Approach to Management and Leadership. J. Christensen-Szalanski & L. Moeller. 2nd Ed. Kendall Hunt Publishing Co. 2011. |
| Choice A: | Process-based. Example: A senior physicist did not follow the due process before making a workflow change, even though the majority of the colleagues would agree to this change. |
| Choice B: | Relationship-based. Example: An IT staff did not notify the users before applying a minor upgrade to clinical workstations, even though the effect was barely noticeable. |
| Choice C: | Self-esteem. Example: A physicist was upset in the middle of his/her Linac troubleshooting when the therapists called a second physicist to help; the unsolicited help made the work faster and better, though. |
| Choice D: | Health and dignity. Example: In the early days of COVID-19 pandemic when personnel protection equipment (PPE) was in severe shortage, a hospital fired an employee for wearing her own N95 mask, citing policy and procedure. |
| Choice E: | All of above. |
