CEU QUIZ INSTRUCTIONS DIFFICULT CONVERSATIONS

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Almost there. Let’s review quiz instructions.

1. To receive CEU credit you must be on record as purchasing “The Art of Difficult Conversations”. Purchase here

2. To obtain full credit for .2 CEU, complete the 10 question quiz with 80% accuracy.

3. You can repeat the test in order to pass. Refer to the Art of Difficult Conversation CEU video at any time.

4. If you have trouble using an IPad to complete the quiz, try using another device.

5. Grab your IDCEC number (if you have one). You will be asked to provide it at the beginning of the quiz (it begins with the number 21 followed by 8 numbers. It is different from your ASID number).

6. If you DO have an IDCEC number, and pass the quiz, your CEU credit will be recorded and you will be emailed. A hard copy certificate is not required.

7. If you DO NOT have an IDCEC number, pass the quiz, and require some written confirmation of completion, please email us at angelamerola@live.com.

8. If you have any trouble with this quiz contact us directly at angelamerola@live.com

DIFFICULT CONVERSATIONS QUIZ

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First and Last Name

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Please provide a current email so that we can notify you when your education credit has been recorded to your IDCEC account.

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Please provide your IDCEC number (if you have one). It begins with the number 21 followed by a dash and 8 digits. If you do not have one, no problem.

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#1. The first unintentional mistake designers make when dealing with unhappy clients, business partners or vendors is;

A. Throw humor to the problem and try to bring levity to the situation.

B. Ignore that something is amiss and hope that is goes away.

C. Try to change the subject when the topic is brought up.

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#2. The second inadvertent mistake designers make when trying to address an adversarial situation is;

A. Remind them about the contract details.

B. Ask them to wait until the end of the project.

C. As the artist, designers tend to get defensive or closed when the client is trying to tell us what isn’t working for them.

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#3. The third mistake that designers make (inadvertently) that agitates clients is;

A. Rapid fire problem solving instead of trying to restore trust first and then finding out which problem they want to solve first.

B. Thinking that if we solve every one of their problems then they will be happy.

C. That we don’t realize that the first problem is the fact that they don’t trust or feel safe to say what is really on their minds.

D. All of the above.

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#4. The top three reasons for designers having weak boundaries with clients are;

A. Too tired; Don’t know how to have boundaries; don’t like the client anyway.

B. Afraid we can’t resolve it; Have to absorb all their problems; Have to give something away.

C. Fear of losing the client; Didn’t work with previous clients; Feels out of control.

D. All of the above

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#5. A normal conversation moves into a difficult conversation primarily because;

A. People are too busy to listen and get impatient.

B. The stakes are high.

C. People are skeptical to begin with.

D. Opinions are too far apart to relate and doubts creeps into the entire project and relationship.

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#6. The most important, overarching point to remember in setting the foundation for handling any conflict or difficult situation with ease is to;

A. Remember this approach; “I know there is a perfect, mutually beneficial solution, it is only a matter of finding it”.

B. Remember your creativity and simply hope for the best.

C. Remember what worked in the past and do it again.

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#7. The first step that, when practiced early, significantly reduces resentments, increases trust and significantly reduces future conflict is;

A. Take a note of the upsetting behavior and move on so that you can stay on budget.

B. Recognize that something is amiss, make your best guess and offer a solution to resolve it right in the moment.

C. Follow your intuition when you feel or see something is amiss, simply acknowledge that and use words that would re-establish shared meaning.

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#8. The second success strategy is to practice openness and purposefully change the disposition of your heart because;

A. When the heart is in a peaceful mode, it sends words to the brain based on collaboration and partnership versus when the heart is angry it sends words that communicate its disposition.

B. Open ended questions and words allow all parties to speak the reality of their side and new solutions arise that before could not have been considered with a closed heart/mind.

C. 90% of all communication is non-verbal and non-verbal communication trumps any verbal communication so using “open” body language communicates desire for resolving things mutually amicably even if the words haven’t caught up yet – people remember the body language.

D. All of the above.

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#9. The third success strategy, “Listening to Understand” i.e. standing in their shoes - like a reporter get the facts as they experienced it - is so important because;

A. It buys you time to let them talk so you can “tell your side” of the story.

B. Hopefully, simply by listening they will calm down and you can resume the project.

C. It restores trust, safety and helps both parties returned to the shared goals they started with.

D. All of the above.

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#10. The two phases of the third success strategy of “Listening to Understand” are;

A. #1, allow the client to talk while gathering up answers to each issue and #2, give them reasons why you took the action you did in hopes they change their mind and the problem is solved.

B. #1, asking open ended questions to restore trust, safety and shared opinions and #2, asking their permission to move to problem solving and allowing them to decide what problem they want to start solving collaboratively.

C. #1, tell the client what you think they are upset about and #2, offer a solution so that you show you have it all together.

D. #1, asking their permission to move to problem solving and allowing them to decide what problem they want to start solving collaboratively and #2, asking open ended questions to restore trust, safety and shared opinions.

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