Grade 29.00 out of 30.

00 (97%)

Question 1
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Garvin says that a "learning organization is an organization skilled at creating, acquiring,
interpreting, transferring, and retaining knowledge, and at purposefully modifying its behavior to
reflect new knowledge and insights." According to this definition, therefore, real learning requires
action.

Select one:

True

False

Feedback
Garvin, p. 11. In terms of the theory and practice of the "learning organization" philosophy of
leading and managing organizations, you have not really learned until you have applied something,
and they gained the insights for future situations that this brings.

Question 2
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There are two distinct types of feedback processes: reinforcing and balancing. Reinforcing (or
amplifying) feedback processes are the engines of growth. Balancing (or stabilizing) feedback
operates whenever there is a goal-oriented behavior; the balancing feedback regulates activity
toward the goal.

Select one:
 True

False

Feedback
Senge, p. 79. You must learn about these two processes and understand them "cold," i.e., deeply
and usefully. They are building blocks for the rest of the systems thinking approach to leadership
and management.

Question 3
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According to Scholtes, the way to improve daily work is to relentlessly and repeatedly follow this
"flow of [six] initiatives" designed to build the system of daily work: 1) identify the flow of work, 2)
identify the critical functions and key players, 3) identify the core resources, 4) identify the best
methods and standardize them, 5) eliminate waste, and 6) ___________________________.

Select one:

A. nurture the critical players

B. increase the PC (production capacity)

C. strengthen the balancing processes

D. establish feedback loops

E. conduct employee performance appraisals

Question 4
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Senge notes: Structures of which we are unaware hold us prisoner. Conversely, learning to see the
structures within which we operate begins a process of freeing ourselves from previously unseen
forces and ultimately mastering the ability to work with them and change them. Certain patterns
of structure recur again and again, and these "systems archetypes" embody the key to learning to
see structures in our personal and organizational lives. So far, systems scientists and thinkers have
been able to identify several hundred of these recurring patterns and how they can be used to see
leverage and solve problems in several of the most difficult management situations facing us
today.

Select one:

True

False

Feedback
See Senge, p. 93, where he says, "...a relatively small number of these archetypes are common to a
very large variety of management situations." And see p. 94 where he says, "Presently, researchers
have identified about a dozen systems archetypes, nine of which are presented and used in this
book."

Question 5
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According to Scholtes, key obstacles to systems thinking in organizations include:

Select one:

A. a. isolation from the customer

B. b. "product-out" thinking
C. c. compensation based on how well individual functional units are performing

D. d. planning is not done across functions

E. e. success is gauged by measures important to internal managers rather than customers

F. all of the above

G. g. "a", "c" and "d"

Feedback
See Scholtes, pp. 83-84.

Question 6
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According to Senge, balancing (stabilizing) feedback:

Select one:

A. a. operates where there is goal-oriented behavior

B. b. is common in complex biological organisms

C. c. works to maintain the status quo even when people want change

D. d. result from "escalation structures"

E. e. all of the above

F. "a", "b" and "c"

Feedback
See Senge, pp. 81, 83-86.

Question 7
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According to Covey, efficient scheduling and time control are inadequate for:

Select one:

A. organizing and executing around our priorities

B. focusing on relationships and results

C. always giving the proper attention to what is non-urgent but important

D. all of the above

Feedback
See Covey, pp. 149-154.

Question 8
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According to Senge, whereas detail complexity refers to complexity driven by many variables,
dynamic complexity refers to complexity driven by subtle cause and effect relationships and
systems in which the effects over time of interventions are not obvious. Dynamic complexity exists
when:

Select one:

A. the same action has dramatically different effects in the short and long runs.

B. an action has one set of consequences locally and a very different set of consequences in
another part of the system.
C. obvious interventions produce non-obvious consequences.

D. all of the above

E. none of the above

Feedback
See Senge, pp. 71-72.

Question 9
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According to Scholtes, many businesses suffer from an unclear purpose. Once a clear purpose has
been established, it is then possible to develop the systems to achieve the purpose. From whose
point of view is a purpose best defined?

Select one:

A. the team

B. the customers

C. the top managers

D. the process owners

E. none of the above

Feedback
See Scholtes, pp. 61-72.

Question 10
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If you are in a reinforcing feedback process or system, small actions can grow into large
consequences. Seeing the system often allows you to influence, i.e., lead or manage, how it works.

Select one:

True

False

Feedback
Senge, p. 80f. Once you grasp this concept, you may feel warranted excitement. It's the basis for
"leverage." If you can "see" the system, understand how it works, and then identify where a small,
less costly or less difficult action can lead eventually to great, positive consequences, then you are
able to lead and manage powerfully, without exhausting yourself or others. As the cliche goes,
"Don't work harder, work smarter!"

Question 11
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"Gemba is the assembly of critical resources and the flow of work that contribute to those efforts
that indirectly add value to the customer."

Select one:

True

False

Feedback
Scholtes p.76. The sine qua non factor that defines the Gemba is that its activities DIRECTLY add
value to customers. This is why the Gemba should be fed and focused upon above all other parts
of the organization.

Question 12
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According to Scholtes, GEMBA is which of the following:

Select one:

A. a. measured by the level of customer delight

B. b. the assembly of critical resources and work flow that contribute directly to adding customer
value

C. c. includes such functions as product development and sales

D. d. includes such functions as human resources and system or process design

E. "a", "b" and "c"

F. f. all of the above

Feedback
See Scholtes, pp. 62-69 & 76-78.

Question 13
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Traditionally, we have sought success by inducing our people to work smarter or work harder.
Today, we realize the need to understand systems and processes. If we improve our systems and
processes, the work of our people will necessarily improve.

Select one:

True

False

Feedback
Scholtes p.82-83ff. Most leaders and managers in the past thought of themselves as "bosses" of
others, i.e., the organization's employees. Knowledge Age leaders and managers see themselves
as designers, architects, and constant improvement specialists regarding the organization's
systems.

Question 14
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"Archetype 2: Shifting the Burden" refers to how an underlying problem generates symptoms that
demand attention. However, dealing with the underlying or root problem is often difficult, costly,
or even painful. So, the human tendency is to "shift the burden" of solving their problem to the
use of a solution that treats symptoms, often resulting in short-term benefits, but does not treat
the fundamental or root cause of the problem. In the long-term, the problem usually surfaces
again, often stronger. Meanwhile, the use of symptomatic solutions often atrophies the capability
to employ a solution that deals with the root problem.

Select one:

True

False

Feedback
Senge, pp. 103ff. What leaders and managers often do to "solve" problems in an organization is
little different that what an alchoholic does to ease his or her pain.

Question 15
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According to Scholtes, the ____________________________ flow chart shows the value-adding
steps of a task running downward in time sequence on the left side of the page. Whenever a step
in the process adds no value but only cost, it is displayed to the right.

Select one:

A. simple flowchart

B. top-down flowchart

C. deployment flowchart

D. opportunity flowchart

E. pert chart

F. decision tree

Question 16
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According to Scholtes, "systems thinking" refers to the general reflex or habit of conceiving of
reality in terms of interdependencies, interactions, and sequences. What all the systems,
processes, methods, and steps have in common is the SIPOC Model. This is another version of Dr.
Deming's systems view. SIPOC stands for Suppliers, Input, Processes, Output, and Customers. As
one can see in the order of the acronym "SIPOC," this model follows the "production concept"
rather than the "marketing concept."
Select one:

True

False

Feedback
Scholtes p. 59ff; the philosophy of the SIPOC model is deeply committed to the marketing concept.
Study the diagram on p. 59 and notice the arrow and ?loop? or dialectical nature of this model.

Question 17
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According to Covey, Quadrant II management requires a tool that allows:

Select one:

A. coherence

B. balance

C. flexibility

D. all of the above

Feedback
See Covey, pp. 160-162.

Question 18
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Question text
According to Covey, to begin with the end in mind requires an awareness that all things are
created twice. To what is he referring?

Select one:

A. First there is a mental creation, and then a physical creation of all things.

B. First you define what you want to accomplish, and then you work to accomplish it.

C. First you think through things, then you execute.

D. All of the above

E. None of the above

Feedback
See Covey, pp. 99-106.

Question 19
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In a "Shifting the Burden" pattern of behavior, the longer the deterioration goes unnoticed, or the
longer people wait to confront the fundamental causes, the more difficult it can be to reverse the
situation. While the fundamental response loses power, the symptomatic response grows stronger
and stronger. So, dealing effectively with shifting-the-burden structures requires a combination of
strengthening the fundamental response and weakening the symptomatic response. Therefore, in
order to heal the situation, a symptomatic solution must never be used.

Select one:

True

False

Feedback
Senge, pp. 109-110. Sometimes, you must deal with the real world as it is, which means that
sometimes you must knowingly use a symptomatic solution on a temporary basis while you work
toward applying a fundamental solution to the root problem. For example, people who are trying
to quit smoking may take lower and lower doses of nicotine through gum or a patch while they
also work to change the attitudes that caused them to start smoking in the first place.

Question 20
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Reinforcing processes operate in virtuous cycles or positive, upward directions. Balancing
processes work in vicious cycles or negative, downward directions.

Select one:

True

False

Feedback
Senge, p. 81ff; both processes can operate in either direction.

Question 21
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In a Limits-to-Growth process, the worst thing one can do is push the growth. Trying to reignite
the engine of growth will allocate resources to generally low-leverage activities like sales
incentives. In a Limits-to-Growth structure, the leverage lies with the Balancing process.

Select one:

True
 False

Feedback
See Senge 100 & 117ff. For example, if you have your foot on the accelerator of your car, and then
you put your other foot on the brakes, the way to continue or to increase your speed is not to
push harder on the accelerator. Rather, your leverage lies in taking your foot off the brakes. When
a balancing process starts to apply "brakes" to a reinforcing growth process, the leverage lies in
reducing or eliminating the balancing process, i.e., removing the braking effect.

Question 22
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A reinforcing (amplifying) process is set in motion to produce a desired result. It creates a spiral of
success but also creates inadvertent secondary effects (manifested in a balancing process) which
eventually slow down the success. In this situation, a manager should typically look for the
leverage to help her push growth through and past the balancing forces.

Select one:

True

False

Feedback
See Senge, p. 100-101. The leverage lies in the balancing process, not the reinforcing process.
Instead of trying to find leverage in the reinforcing process and seeking to push the growth past
the effects of the balancing process, the leader or manager should try to reduce or eliminate the
balancing process and/or its effects.

Question 23
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Question text
According to Scholtes, a good tool to "identify the flow of work" is to use a "flow chart," which is a
graphic representation of the interdependent sequence or flow of phases, activities, events, or
steps involved in some undertaking.

Select one:

True

False

Feedback
Scholtes, p. 97. Most people learn how to drive a car, type, use a cell phone, a calculator, several
computer applications like Word, Excel, PowerPoint, etc., and consider these essential to
functioning effectively in the modern world of business. If you ever learn how to use flow charts, if
you practice using them in a all kinds of situations (personal & professional), you will eventually
come to realize the extraordinary power of these simple tools in a systems thinking world within
the Knowledge Age.

Question 24
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The art of systems thinking lies in being able to recognize increasingly (dynamically) complex and
subtle structures, and cross currents that attend all real management settings. In fact, the essence
of mastering systems thinking as a management discipline lies in seeing patterns where others see
only events and complexity. In effect, the art of systems thinking lies in seeing through the detail
complexity to the underlying structures generating change. Systems thinking does not mean
ignoring detail complexity. Rather, it means organizing detail complexity into a coherent story that
illuminates the causes of problems and how they can be remedied in enduring ways.

Select one:

True

False

Feedback
See Senge, 124. Most students will simply try to learn the material in this course sufficiently to
pass quizzes and complete other assignments. They will not work on learning and practicing
systems thinking through the months and years beyond the course. However, those few who do
will develop new "eyes" to see things others can't see, and they will know what to do with what
they see, and they will be called "leaders." Everyone else will work for them.

Question 25
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According to Scholtes, the Gemba consists of those systems, processes, and work flows about
which your customers care the most. The reason we want to flowchart the Gemba is so that we
can find the critical factors (the key leverage points) that can lead to greatest improvement by
being managed effectively.

Select one:

True

False

Feedback
Scholtes, 102ff. Leading and managing the Gemba within an organization is like "Putting First
Things First" in your personal and professional life.

Question 26
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As we gradually focus more time, energy, and other resources on Quadrant II activities, the
activities in Quadrants I, III, and IV will begin to evidence the effects of our neglect, and the
pressures in these quadrants will naturally increase.
Select one:

True

False

Feedback
Covey pp. 158ff; if we focus more on Q2, the pressures in Q1, 3, 4 will gradually decrease.

Question 27
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In Covey's Habit 2, "Begin with the End in Mind," he says: "By keeping the end clearly in mind, you
can make certain that whatever you do on any particular day does not violate the criteria you have
defined as supremely important, and that each day of your life contributes in a meaningful way to
the vision you have of your life as a whole." Consequently and not surprisingly, in Habit 3, "Put
First Things First," Covey urges us to keep the end in mind by focusing on that quadrant of life
activities that is both important and urgent.

Select one:

True

False

Feedback
Covey pp 150ff; Q2 is important but not urgent; this is why so often we ignore it due to the
pressures of everyday life, even though we should give priority to Q2.

Question 28
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Question text
According to Covey, our time should best be managed focusing on Quadrant :

Select one:

A. Quadrant I

B. Quadrant II

C. A balance of I, II, III and VI

D. All of the above

Feedback
See Covey, pp. 150-154.

Question 29
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According to Covey, whatever is at the center of our life will be the source of our security,
guidance, wisdom and power. He then discusses various centers and their shortcomings. What is
the one center that he says has no shortcomings and will lead to a solid foundation for our four
life-support centers?

Select one:

A. people-centered

B. self-centered

C. friend-centered

D. principle-centered

E. system-centered

F. career-centered
Feedback
See Covey, pp. 122-128.

Question 30
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According to Scholtes, the _____________________ flow chart shows time in the vertical
sequence of the steps. But it also shows the interactions between different individuals or groups.
Each active participant in the process is listed at the top of an individual column and the action,
while flowing downward on the page corresponding to time, moves laterally under the column
corresponding to the group or individual involved in that step.

Select one:

A. simple flowchart

B. top-down flowchart

C. deployment flowchart

D. opportunity flowchart

E. pert chart

F. decision tree