Leadership in Health Professions
Mock Exam
Course Introduction
This course explores the principles and practices of effective leadership within the health professions, focusing on the development of key competencies such as communication, ethical decision-making, collaboration, and strategic planning. Through a combination of case studies, real-world scenarios, and reflective exercises, students will examine different leadership theories and styles relevant to healthcare environments. Emphasis is placed on cultivating self-awareness, managing change, and fostering interprofessional teamwork to address complex challenges in patient care and organizational management. The course prepares future health professionals to lead with confidence, integrity, and a commitment to improving health outcomes.
Recommended Textbook
Leading and Managing in Nursing 7th Edition by Patricia S. Yoder
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757 Verified Questions
757 Flashcards
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Chapter 1: Leading, Managing, and Following
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Sample Questions
Q1) The nurse manager wants to increase motivation by providing motivating factors for the nurse on the unit.What action would be appropriate to motivate the staff?
A)Collaborate with the human resource/personnel department to develop on-site daycare services.
B)Provide a hierarchical organizational structure.
C)Implement a model of shared governance.
D)Promote the development of a flexible benefits package.
Answer: C
Q2) A grievance brought by a staff nurse against the unit manager requires mediation.At the first mediation session, the staff nurse repeatedly calls the unit manager's actions unfair, and the unit manager continues to reiterate the reasons for the actions.What would be the best course of action at this time?
A)Send the two disputants away to reach their own resolution.
B)Involve another staff nurse in the discussion for clarity issues.
C)Ask each party to examine their own motives and issues in the conflict.
D)Continue to listen as the parties repeat their thoughts and feelings about the conflict. Answer: C
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Page 3
Chapter 2: Clinical Safety: The Core of Leading, Managing, and Following
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Q1) After consulting with practice environments about quality and safety concerns in health care, a dean in a health care program implements what to improve quality and safety in health care?
A)A nursing program that emphasizes the development of a strong disciplinary identity.
B)Programming that stresses discipline-based research.
C)Partnerships with health care to develop software for the reporting of adverse events.
D)An interdisciplinary program for nurses, pharmacists, and medical practitioners that emphasizes collaborative learning teams.
Answer: D
Q2) What did the IOM Health Professions Education report highlight as a concern for patient safety?
A)A normal risk in professional practice
B)A result of disciplinary silos
C)A reflection of frontline staff
D)Related to systems errors
Answer: B
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Chapter 3: Legal and Ethical Issues
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Q1) You volunteer at a free community clinic.A 13-year-old girl presents with chlamydia.The team leader at the clinic advises that:
A)the state-defined age of legal consent is 18; therefore, no treatment can be delivered.
B)the teen is underage and should be referred to the family general practitioner.
C)care can be provided as long as consent is voluntary and information about treatment and options is provided.
D)treatment is provided as long as telephone consent is obtained from a parent or legal guardian.
Answer: C
Q2) A patient refuses a simple procedure that you believe is in the patient's best interest.What two ethical principles are in conflict in this situation?
A)Fidelity and justice
B)Veracity and fidelity
C)Autonomy and beneficence
D)Paternalism and respect for others
Answer: C
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Chapter 4: Cultural Diversity and Inclusion in Health Care
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Q1) Cultural diversity is the term used to describe a vast range of cultural differences.Events have symbolic meanings for the nurse manager and the staff.The event that would be most likely to provide symbolic meaning to a nurse manager and staff is a:
A)task force formed to commemorate a New Year's celebration in the Western tradition.
B)project to provide Christmas gifts to the children in a daycare program.
C)celebration of National Nurses Week with the focus on cultural care.
D)task force to develop a poster for the unit depicting religions of the world.
Q2) During performance appraisal, you praise Xia for her attention and care to nursing details.You suggest that her care would be further enhanced by greater acknowledgment of patients' feelings.Xia bursts into tears and leaves the office.Later, you learn that criticism is perceived as akin to failure in Xia's culture.You reflect on how you could modify your approach in the future to acknowledge different cultural interpretations of feedback.Your response is indicative of: A)bias.
B)cultural awareness.
C)cultural diversity.
D)ethnocentricity.
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Chapter 5: Gaining Personal Insight: The Beginning of Being a Leader
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Q1) As a new nurse manager, you are aware of leadership, management, and followership principles.What is the first step to becoming an effective leader?
A)Being an effective follower
B)Taking a class on leadership
C)Taking a class on management
D)Getting an advanced degree
Q2) A new nurse leader wants to be the best leader she can.The nurse takes classes, finds and leadership mentor, seeks input from her unit, and employs other strategies for leadership development.What is another strategy for the leader to develop and improve leadership skills?
A)Proactive learning
B)Ignoring feedback
C)Being in charge
D)Authoritative position
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Chapter 6: Being an Effective Follower
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Q1) The manager of a nursing unit is having difficulty working with a new graduate nurse.The new graduate nurse is excited and full of ideas she wants to try keeps pushing the manager to make changes.The manager decides to provide the new nurse with an opportunity to present an idea to the staff at the next meeting.What is the manager providing the new nurse?
A)Leadership opportunity
B)Working to improve patient care
C)Input to the unit
D)All of the above
Q2) In nursing theory, one theorist developed the theory of self-care of patients.In the theory, the nursing action of providing care and educating the patients can be interpreted in the form of followership for the patient.Who was their theorist?
A)Dorothea Orem
B)Patricia Benner
C)Ida Jean Orlando
D)Robert E.Kelley
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Chapter 7: Managing Self: Stress and Time
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Sample Questions
Q1) The nurse manager of a unit has lost many staff members, and the unit is now staffed with a large number of agency and traveling nurses.She knows that the agency and traveling nurses are all contracted to stay on the unit for the next 3 months.One way to improve morale and decrease stress in the unit would be to:
A)plan a social event and include the agency and traveling nurse staff members.
B)plan unit-based social events for your remaining permanent staff members.
C)request hospital-based "floating" nurses to substitute for the temporary staff.
D)implement team nursing.
Q2) After several months of heavy patient loads in the Emergency Department and inability to secure sufficient and experienced staff, the department is especially taxed by a train accident that brings in many seriously injured individuals.You observe that Rama ignores the requests of several of the injured, even when time is available to care for them and is rude to two older adult patients.You are concerned that Rama is evidencing which state?
A)Hardiness
B)Depression
C)Role ambiguity
D)Depersonalization
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Page 9
Chapter 8: Communication and Conflict
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Q1) The chief nursing officer plans a series of staff development workshops for the nurse managers to help them deal with conflicts.The first workshop introduces the four stages of conflict, which are:
A)frustration, competition, negotiation, and action.
B)frustration, conceptualization, action, and outcomes.
C)frustration, cooperation, collaboration, and action outcomes.
D)frustration, conceptualization, negotiation, and action outcomes.
Q2) Kala, a unit manager, in discussing a role the CEO would like her to perform, makes the following statement, "I will sit on the hospital task force on improving morale if you send me to the hospital's leadership training classes next week, so I can further develop my skills and thus be more effective." Which of the following conflict management styles is Kala using?
A)Collaborating
B)Avoiding
C)Negotiating
D)Accommodating
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Chapter 9: Power, Politics, and Influence
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Q1) A nurse manager recognizes the need to expand her professional network as she begins a job search for a middle-management position.What action is least likely to expand her job-searching network?
A)Reviewing her address book or card file for names and phone numbers of former colleagues who are now in middle-management positions
B)Making an appointment to meet with a former instructor from her graduate program in nursing administration
C)Making a long overdue return call to a former colleague who is now a chief nurse executive
D)Attending a state-level conferences for nurse managers and executives and volunteering to help with professional organizations' informal luncheons and receptions
Q2) What has the literature on oppression in nursing demonstrated?
A)Verified the presence of behaviors associated with oppression within nursing.
B)Suggested that oppression leads to bullying but has little or no effect on patient outcomes.
C)Failed to establish that oppression is present in nursing groups.
D)Indicated that nurses use oppression negatively.
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Chapter 10: Health Care Organizations
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Q1) What would be the most appropriate focus in developing a business plan for a nurse-owned home healthcare service?
A)Programs to educate the community on preparing healthy meals for a limited cost
B)Reduction of injuries from alcohol-related accidents
C)Pain management for patients with low back pain
D)Reduction of falls among seniors
Q2) You are the nurse manager for a not-for-profit health service for the homeless and for drug users in an impoverished neighborhood.As the manager, your concern about sustainability is related to:
A)the possibility of violence.
B)an increase in prescription drugs available for abuse.
C)decisions of the public board.
D)an increase in uncompensated care events.
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Chapter 11: Organizational Structures
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Q1) The chief nursing officer is given the task of reviewing and proposing revision of the organization's mission, philosophy, and technology.In reviewing them, the chief nursing officer understands that they should be reflected in:
A)the organizational structure.
B)line and staff responsibilities.
C)the policies and procedures.
D)government regulations.
Q2) In the Unity Healthcare organization, decisions, including those at the unit level, are made by a group of senior executives.Rules for employees are clear, and nursing care is delineated by procedures and protocols.This exemplifies:
A)transformational leadership.
B)transactional leadership.
C)bureaucratic organization.
D)Chaos theory.
Q3) Organizational culture includes: (Select all that apply.)
A)norms.
B)traditions.
C)behaviors.
D)values.
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Page 13
Chapter 12: Care Delivery Strategies
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Q1) In transitioning to a primary nursing model, it is important for a nurse manager who enjoys a high level of control over patient care to understand that his or her decision making at the patient care level:
A)is increased.
B)is decreased.
C)is relinquished.
D)remains the same.
Q2) In considering whether or not to accept a job offer as a nurse manager at a Magnet hospital, you look at an environment that you might encounter as a head nurse at the hospital.You determine that you could expect to:
A)find it difficult to recruit new staff.
B)see rapid turnover of staff on your unit.
C)find nurses who exemplify interest in quality care.
D)find limited interest in excellence in the nursing environment.
Q3) Case managed care may enhance profit in a for-profit health organization by:
A)minimizing costs in high resource consumption areas.
B)combining licensed and non-licensed care providers in delivering patient care.
C)increasing reimbursement from third-party payers.
D)reducing the amount of technology used to support clinical decision making.
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Page 14
Chapter 13: Staffing and Scheduling
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Q1) As the unit manager, you post the staffing plan and compliance reports.This initiative is aimed at:
A)maintaining unit morale.
B)complying with national requirements.
C)demonstrating patient outcomes.
D)inviting staff participation in decision making.
Q2) An important aspect of managing the costs on a unit is to plan accurately for staffing needs.Nurse managers use staffing plans to:
A)assign staff on the unit on a daily basis.
B)ensure that days off are planned for the staff.
C)outline the number of individuals by classification on a per-shift basis.
D)predict the numbers and classifications of float staff needed to augment regular staff.
Q3) To maintain patient safety, studies suggest that scheduling should avoid:
A)rotating shifts.
B)weekends.
C)8-hour shifts.
D)mandatory overtime.
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Chapter 14: Work Force Engagement Through Collective
Action and Governance
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Q1) The staff members in a local Emergency Department are experiencing stress and burnout as the result of excessive overtime.The staff decides to unionize to negotiate for better working conditions.The increase in unionization within health care may be attributed to the:
A)movement from being "blue-collar workers" to being "knowledge workers."
B)excess profits in health care.
C)level of risk that exists for health care.
D)number of people who are involved in health care.
Q2) Sarah determines, in partnership with her patient, that current medications are not enabling her patient, a married account executive with fibromyalgia, to continue with her employment and family responsibilities.After searching for additional information on fibromyalgia, Sarah finds nonpharmacologic interventions that are supported through credible evidence.Sarah suggests that the patient, her physician, and she meet to discuss the medications and possible options and a plan of care for the patient's discharge.This action exemplifies which of the four historical concepts?
A)Authority
B)Responsibility
C)Communication of conflict
D)Autonomy
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Chapter 15: Making Decisions and Solving Problems
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Q1) To solve a problem, the nurse manager understands that the most important problem-solving step is:
A)the implementation phase.
B)identification of numerous solutions.
C)accurate identification of the problem.
D)evaluation of the effectiveness of problem resolution.
Q2) A clinic nurse has observed another nurse deviating from agency policy in performing wound care.The best approach for the clinic nurse to take is to:
A)stay out of it.
B)inform the nursing supervisor.
C)fill out a notification form (incident report).
D)assess the risk to the client and the agency before proceeding.
Q3) A good nursing decision maker is one who:
A)uses various models to guide the process based on the circumstances of the situation.
B)adopts one model and uses it to guide all decision making.
C)decides not to use any models because they are all useless.
D)develops a new model each time a decision has to be made.
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17
Chapter 16: The Impact of Technology
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Q1) Nurses need to know how to operate a computer, compare data across time, and look for patterns in client responses to treatments.These are examples of:
A)JCAHO standards.
B)information systems.
C)informatics competencies.
D)requirements for nursing licensure.
Q2) As a nurse manager, you want to institute point-of-care devices on your unit.The rationale that you provide to support the point-of-care devices includes: (Select all that apply.)
A)reduction in incidents of medication error.
B)immediate documentation of care.
C)comparison of patient data with previous data.
D)immediate access to staffing schedules.
Q3) Leaders in nursing must advocate for information and knowledge systems that support nursing practice.This is best accomplished by:
A)participating in organizational information technology committees.
B)submitting written requests for needed information systems.
C)requesting budgetary funds needed for systems.
D)sending staff nurses to conferences that discuss cutting-edge technologies.
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Page 18
Chapter 17: Delegating: Authority, Accountability,
Responsibility in Delegation Decisions
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Q1) Which of the following indicates safe delegation?
A)The nurse supervisor for a large urban acute care department asks the unit manager to accept two new acutely ill patients, which the manager does.The unit is short two staff, and the replacement is inexperienced.
B)A unit manager agrees to release a staff from her unit to Unit B.The staff member she agrees to release is experienced on Unit B and is agreeable to the change.The unit manager's unit is fully staffed and patients are stable.
C)The nurse supervisor asks the head nurse for Unit A to make do without a replacement for an ill staff member because Unit A was originally overstaffed anyway.Patient acuity levels are very high on Unit A and two staff are orientating.
D)The nurse supervisor asks the charge nurse on Unit B to cover Unit F, which is two floors up, because the charge nurse for Unit F is ill.The charge nurse for Unit B is an experienced manager but has no experience with the nursing care required on Unit F.
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Page 19
Chapter 18: Leading Change
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Q1) The nurse manager frequently interacts with staff and other hospice facility employees.Communication is purposeful because the manager assesses current issues, such as specific satisfactions and dissatisfactions with the newly implemented computerized documentation system.Informally, the manager gathers available staff members to address similar learning needs.Many times, staff members are found coaching other staff about improving use of the new system.According to Senge (1990), the activities demonstrated in this example are:
A)dialogue, team learning.
B)resilience, personal mastery.
C)shared vision, systems thinking.
D)mental models, teachable moments.
Q2) Which of the following are examples of application of the Leadership Rounding Tool?
(Select all that apply.)
A)"What is working well for you during bedside reporting?"
B)"What has not worked for you today?"
C)"Is there someone on your team who deserves special recognition for her efforts in the implementation?"
D)"Did you have a good vacation?"
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Page 20
Chapter 19: Building Effective Teams
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Q1) The staff development educator developed strategies to help nurse managers actively listen.Guidelines for active listening include which of the following?
A)Speed up your internal processes so that you can process more data.
B)Realize that the first words of the sender are the most important.
C)Be prepared to make an effective judgment of the communication sender.
D)Cultivate a desire to learn about the other person.
Q2) A mediator suggested that the nurse manager and staff members decide on a method to resolve conflicts.It is important to have agreements about how team members will work together because:
A)if there are no agreements, each member will make up rules about how to handle disagreements and relationships.
B)people are naturally difficult and will not work well together without such agreements.
C)people will naturally ask for agreements about how to be together.
D)a way to eliminate nonproductive team members must be available.
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Chapter 20: Managing Costs and Budgets
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Q1) Because of the complexity of reimbursement systems and its implications for the services available to patients, the nurse has a key role in:
A)advocacy for patients with regard to services required and services utilized.
B)increasing the volume of services and decreasing the number of patients served.
C)accomplishing more with each visit and decreasing the volume of services used.
D)decreasing the volume of services used and the number of return visits.
Q2) The chief nursing office continues to seek ways to improve healthcare services to clients and to save the hospital money.However, with the federal guidelines of paying agencies based on capitation, the chief nursing office faces a challenge.Capitation provides incentives for healthcare providers to control costs by:
A)providing fewer services to fewer clients.
B)using fewer services per client.
C)using high-technology treatments.
D)requiring second opinions.
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Chapter 21: Selecting, Developing, and Evaluating Staff
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Q1) The biggest challenge in the recruitment of staff is:
A)finding well-qualified candidates who can function well within your particular work culture.
B)recruiting individuals with the appropriate qualifications and experience.
C)screening out candidates who are unable to function well within a team.
D)determining if candidates have had previous negative experiences in a work environment.
Q2) You have hired Chelsea as a new staff member on your unit.Although she is an experienced ICU nurse, this is her first educator role.A month into her new position, she confides that she feels really incompetent in her new position and bursts into tears.Your response is based on application of your understanding of:
A)role acquisition.
B)role conflict.
C)role complexity.
D)performance appraisal.
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23
Chapter 22: Person-Centered Care
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Q1) A 27-year-old woman is admitted to your ICU in a coma, following an accident.The family of the patient, who is a Native American, places a medicine pouch in the bed with the young woman.As the nurse in this situation, it is important to:
A)explain to the family that the medicine pouch may contain herbs that may bother other patients.
B)ask the family about the significance of the medicine pouch for them.
C)remove the pouch when the family is not present.
D)put the medicine pouch on the shelf beside the bed.
Q2) The nurse manager analyzes the data from the patient satisfaction surveys.What can a nurse manager do to strengthen service recovery and improve consumer relationships?
A)Post comparisons of patient satisfaction scores with those of other units monthly.
B)Involve the staff in resolving consumer issues quickly and effectively.
C)Ensure that staff members apologize to patients when they complain about services.
D)Ask that patients with complaints about services place them in a written format.
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24
Chapter 23: Managing Quality and Risk
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Q1) The nurse manager is concerned about the negative ratings her unit has received on patient satisfaction surveys.The first step in addressing this issue from the point of view of quality improvement is to:
A)assemble a team.
B)establish a benchmark.
C)identify a clinical activity for review.
D)establish outcomes.
Q2) The nurse educator of the pediatric unit determines that vital signs are frequently not being documented when children return from surgery.According to quality improvement (QI), to correct the problem, the educator, in consultation with the patient care manager, would initially do which of the following?
A)Talk to the staff individually to determine why this is occurring.
B)Call a meeting of all staff to discuss this issue.
C)Have a group of staff nurses review the established standards of care for postoperative patients.
D)Document which staff members are not recording vital signs and write them up.
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Chapter 24: Translating Research Into Practice
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Q1) Within a multisite healthcare system, the most appropriate strategy for translation of research would be:
A)widespread development of protocols using EBP at unit levels.
B)dissemination of EBP and recommendations to individuals, units, and the organization.
C)development of the skills of individual managers on how to build guidelines based on EBP.
D)establishment of an interdisciplinary center to guide and lead the translation of research findings into practice.
Q2) A strategic goal for nursing in the facility developed by the chief nursing officer is to implement an evidence-based practice program.What is an appropriate strategy that can be used by a nurse manager who is beginning to implement an evidence-based practice program on the unit?
A)Conducting a review of adverse events and incident reports
B)Soliciting input from staff members
C)Reviewing specialty organization guidelines
D)Identifying patients with extended lengths of stay
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Chapter 25: Managing Personal and Personnel Problems
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Q1) Nathan has been on the cardiac unit for 6 months and has found it difficult to adjust to the expectations of his team.Which of the following behaviors would most likely signal that Nathan is intending to resign from his position on the unit?
A)Increased absenteeism over the past month
B)Increased attempts to discuss his concerns with his colleagues
C)Testing of workplace guidelines
D)Frequent defensiveness
Q2) In keeping with guidelines of the organization, the nurse manager documents staff problems.Documentation of disciplinary problems should:
A)include a plan to correct them and to prevent future occurrences.
B)state a detailed history of past problems that are related to the current one.
C)be written at the convenience of the manager.
D)not be discussed until the formal performance evaluation.
Q3) The most important approach that a nurse manager can take with an emotionally troubled employee is to:
A)act as a therapist for the employee.
B)adjust the standard of care to assist the employee.
C)assist the employee in obtaining professional help.
D)adjust the employee's work schedule to decrease stress.
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Page 27
Chapter 26: Role Transition
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Q1) John, a new nurse manager, complains to his colleague that he feels very uncomfortable with the conflict between what he thinks he should be doing as the manager and what his supervisor thinks he should be doing.According to Hardy's role theory, John is experiencing:
A)stress.
B)role stress.
C)role strain.
D)role exploration.
Q2) Sarah is a nursing graduate of 5 years who is very confident in her clinical skills.She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus.She is excited about being able to use her knowledge and interest by being hired as a nurse manager.Before beginning her new position, Sarah spends time with her nurse executive to clarify the executive's expectations of her and of the unit that she has been hired to manage.Sarah's actions are important in avoiding role:
A)ambiguity.
B)transition.
C)development.
D)negotiation.
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Chapter 27: Managing Your Career
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Q1) A well-written letter of resignation is critical to:
A)first announce your intent to resign.
B)formally signal discontent in your current position.
C)maintain a positive relationship with your former organization and colleagues.
D)fulfill your legal obligations as a departing employee.
Q2) A functional résumé focuses on:
A)experience and skills gained in positions.
B)positions held and specific roles in the positions.
C)academic qualifications and achievements.
D)relating skills and experience to qualifications in a specific position.
Q3) A unit manager recently graduated as a clinical nurse specialist with a focus in gerontology.She applied to take a certification exam.Certification is designed to recognize:
A)basic knowledge in a specified area.
B)advanced practice in functional roles.
C)special knowledge beyond basic licensure.
D)continued competence as a registered nurse.
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Chapter 28: Developing the Role of Leader
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Q1) The hospital administration is discussing the possibility of closing hospital beds in your unit because of a nursing shortage and the increased amount of overtime required to care for patients.As the leader on the unit, which of the following examples best demonstrates your transformational leadership style?
A)Your entire staff walks out on strike.
B)Your staff sends an ultimatum to the clinic director demanding higher pay.
C)A group of your staff members goes to the administration to propose closing of a different unit.
D)A group of your staff members goes to the administration to request that they be allowed to work the overtime hours.
Q2) Susan, a new graduate on the dialysis unit, appears to take Kari's remarks very seriously and works even harder, often volunteering for extra assignments.She also is often in Kari's office, advising of successes with her patients and of the extra effort that she is committing.This behavior suggests that Susan:
A)is fearful of losing her job.
B)lacks understanding of Kari's leadership style.
C)is not intimidated by Kari's leadership style.
D)knows how to "play the game."
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Chapter 29: Developing the Role of Manager
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Q1) In planning a new wing, the nurse manager complies with the workplace safety requirements of the Occupational Safety & Health Administration (OSHA).Which of the following groups is considered to be at high risk for violence in the workplace?
A)Pediatric staff
B)Postsurgical unit staff
C)Emergency Department staff
D)Medical oncology unit staff
Q2) The nurse manager is anticipating changes on the unit because of managed care.It is up to the manager to "sell" the staff on this care concept.A goal of managed care that the staff must understand is that managed care is:
A)grounded in business theory.
B)useful for long-term patients only.
C)designed to reduce unit resources and staff.
D)not concerned with the best interests of clients.
Q3) Budgeting and protection of revenues is a function of:
A)leadership.
B)management.
C)team leadership.
D)followers.
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Page 31
Chapter 30: The Strategic Planning Process
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Q1) Northwestern Hospital has decided to implement peer review.As a clinical leader in the Emergency Department, you have overall responsibility for ensuring that this is in place by next month.The most important step in this process is to:
A)provide an educational session for staff on peer review.
B)revise the mission statement, objectives, and performance standards.
C)develop objectives and performance standards with employees.
D)implement objectives and performance standards.
Q2) The chief nursing officer has to write a strategic plan.The most difficult stage in the strategic planning process is:
A)assessment of the external and internal environment.
B)review of mission statement, goals, and objectives.
C)identification of strategies.
D)implementation of strategies.
Q3) Benchmarks in the strategic marketing planning process are useful in:
A)establishing programs.
B)setting targets.
C)rewarding employees.
D)measuring progress.
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Chapter 31: Thriving for the Future
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Q1) The starfish analogy is exemplified in which of the following?
A)A unit manager resigns after continued tension between the administration and her regarding implementation of primary nursing.The primary nursing project dies.
B)Nurses try to establish a clinic that provides ambulatory care to parents and young children in an impoverished neighborhood.Community members advocate for funding from political leaders and insurers.
C)Alana, a new graduate, promotes continence care based on evidence.When she presents her ideas, senior staff refuses to consider it.
D)The head of a community health service moves on to another position.Programs are disbanded.
Q2) To move beyond stereotypical thinking and toward thinking about the future, which of the following would be most consistent with thinking wildly in the Wise Forecast Model©?
A)Listing everything that we know about our current situation
B)Defining which practices will remain unchanged and which will change
C)Asking someone with a great deal of experience to share ideas about best practice
D)Challenging current and future practices with questions of "what if?"
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