Incorporated Engineer (IEng) Communication and Interpersonal Skills (UK-SPEC Competence D) Flashcards

24 sample cards from the Communication and Interpersonal Skills (UK-SPEC Competence D) deck

Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.

1. Describe the 'Storming' stage of Tuckman's model and the leader's role.

   Conflict and competition emerge as members assert ideas and challenge roles. The leader should facilitate, mediate disagreements, clarify roles and keep the team focused on shared goals to move toward Norming.

2. What is the difference between multidisciplinary and interdisciplinary teamwork?

   Multidisciplinary: specialists from different disciplines work in parallel, each contributing their part. Interdisciplinary: disciplines actively integrate their knowledge and work jointly toward a shared, blended solution.

3. State three behaviours that characterise an effective team player.

   Reliability (delivering commitments), active listening and clear communication, and constructive cooperation - supporting others, sharing information and resolving conflict positively.

4. What does RACI stand for in clarifying team roles and responsibilities?

   Responsible (does the work), Accountable (ultimately answerable, one person), Consulted (gives input, two-way), and Informed (kept updated, one-way).

5. Compare transactional and transformational leadership styles.

   Transactional leadership motivates through rewards and corrections for performance against set tasks (exchange-based). Transformational leadership inspires and motivates beyond self-interest toward a shared vision, encouraging innovation and personal development.

6. Name the leadership styles in the Tannenbaum-Schmidt continuum spectrum.

   A continuum from boss-centred (autocratic - 'tells') to subordinate-centred (democratic/laissez-faire - 'delegates'), passing through 'sells', 'consults' and 'joins' as authority shifts from leader to team.

7. What are the four leadership styles in Hersey-Blanchard Situational Leadership?

   Directing/Telling (high task, low relationship), Coaching/Selling (high task, high relationship), Supporting/Participating (low task, high relationship), and Delegating (low task, low relationship), matched to follower maturity/readiness.

8. What is the difference between mentoring and coaching?

   Mentoring is a longer-term developmental relationship where an experienced person guides a less experienced one through advice and sharing experience. Coaching is usually task/performance-focused and shorter-term, helping a person find their own solutions through questioning.

9. What does the GROW model for coaching/mentoring stand for?

   Goal (what to achieve), Reality (current situation), Options (possible courses of action), and Will/Way forward (commitment to specific actions).

10. According to Maslow's hierarchy, list the five levels of needs from bottom to top.

    Physiological, Safety, Social (belonging), Esteem, and Self-actualisation.

11. What distinguishes Herzberg's hygiene factors from motivators?

    Hygiene factors (pay, working conditions, security, supervision) cause dissatisfaction if poor but do not motivate. Motivators (achievement, recognition, responsibility, growth) actively increase satisfaction and motivation.

12. Differentiate distributive (win-lose) from integrative (win-win) negotiation.

    Distributive negotiation divides a fixed 'pie' so one party's gain is the other's loss (positional bargaining). Integrative negotiation expands value by exploring interests to find mutually beneficial outcomes.

13. In negotiation, what does BATNA stand for and why is it important?

    Best Alternative To a Negotiated Agreement - your fallback if no deal is reached. Knowing your BATNA defines your walk-away point and strengthens your bargaining position.

14. What is ZOPA in negotiation?

    Zone Of Possible Agreement - the range between the parties' reservation points where a deal is acceptable to both; if it does not exist, no agreement is possible.

15. Name the five conflict-handling modes in the Thomas-Kilmann instrument.

    Competing (assertive, uncooperative), Accommodating (unassertive, cooperative), Avoiding (unassertive, uncooperative), Collaborating (assertive, cooperative), and Compromising (intermediate on both).

16. List Cialdini's six principles of persuasion/influence.

    Reciprocity, Commitment/Consistency, Social Proof, Authority, Liking, and Scarcity.

17. What are the typical roles required to run an effective formal meeting?

    A Chair (leads and keeps order), a Secretary/minute-taker (records decisions and actions), and the participants/attendees; sometimes a timekeeper or facilitator.

18. What three documents structure a formal meeting and what does each do?

    The Agenda sets the items and order beforehand; the Minutes record discussions, decisions and actions afterward; the Action log/list tracks who must do what by when.

19. State three responsibilities of an effective meeting chair.

    Keep the meeting to the agenda and on time, ensure all members can contribute and discussion stays balanced, and summarise decisions and assign clear actions with owners and deadlines.

20. What is a quorum in the context of a meeting?

    The minimum number of members who must be present for the meeting to validly conduct business and make binding decisions.

21. Define a stakeholder in a project context.

    Any individual, group or organisation that can affect, be affected by, or perceives itself to be affected by a project, decision or activity - e.g. clients, users, regulators, the public, employees and suppliers.

22. Describe the power/interest (Mendelow) grid for stakeholder management and the four strategies.

    Stakeholders are mapped by Power (high/low) and Interest (high/low): High power-high interest = Manage Closely; High power-low interest = Keep Satisfied; Low power-high interest = Keep Informed; Low power-low interest = Monitor (minimal effort).

23. In customer relationship management, what does 'managing expectations' involve, and why does it matter?

    Clearly defining and agreeing scope, deliverables, timescales and limitations from the outset, and communicating changes promptly - so perceived performance meets or exceeds expectations, since satisfaction = perception minus expectation.

24. What is a key benefit and a key challenge of working across organisational and cultural boundaries?

    Benefit: diverse perspectives improve innovation and problem-solving. Challenge: differences in language, norms, working practices and time zones can cause misunderstanding, requiring cultural awareness, clear protocols and adapted communication.

What this deck covers

Communication and Interpersonal Skills (UK-SPEC Competence D) flashcards FAQ