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Sgt Test Flashcards > Think Again > Flashcards

Think Again Flashcards

1
Q

What set of cognitive skills might matter more than intelligence?

A

The ability to rethink and unlearn.

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2
Q

What is the first-instinct fallacy?

A

Study that found a majority of test answer revisions are changed from wrong to right.

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3
Q

What is cognitive laziness?

A

When we prefer the ease of hanging on to old views over the difficulty of grappling with new ones.

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4
Q

What do psychologists call it when people stick to our knowledge and opinions?

A

Seizing and freezing

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5
Q

When it comes to our own knowledge and opinions, we often favor——- right, over ——— right.

A

Feeling right, over being right

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6
Q

As we think and talk what are the three different profession mindsets we often slip into?

A

Preacher, prosecutor, politician

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7
Q

We go into ——— mode when our sacred beliefs are in jeopardy.

A

Preacher mode

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8
Q

We enter ——- mode when we recognize flaws in other people’s reasoning.

A

Prosecutor mode

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9
Q

We shift into ——— mode when we’re seeking to win over an audience.

A

Politician mode

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10
Q

We move into ——— mode when we’re searching for the truth.

A

Scientist mode

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11
Q

Recent experiments suggest that the smarter you are, the more you might struggle to update your beliefs.

True or false

A

True

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12
Q

What is confirmation bias?

A

Seeing what we expect to see

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13
Q

What is desirability bias?

A

Seeing what we want to see.

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14
Q

In what mode do we refuse to let our ideas become ideologies?

A

Scientist mode

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15
Q

What does the cycle of rethinking start with?

A

Intellectual humility

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16
Q

What is intellectual humility?

A

Knowing what we don’t know.

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17
Q

If knowledge is power, knowing what we don’t know is ——-?

A

Wisdom

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18
Q

When we shift out of scientist mode, the rethinking cycle breaks down, giving way to what cycle?

A

The overconfidence cycle

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19
Q

What happens when people are resistant to change?

A

It helps to reinforce what will stay the same.

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20
Q

What is the curse of knowledge?

A

It closes our minds to what we don’t know.

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21
Q

What is Anton’s syndrome?

A

A deficit of self-awareness in which a person is oblivious to a physical disability but otherwise doing fairly well cognitively.

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22
Q

What is armchair quarterback syndrome?

A

Where confidence exceeds competence.

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23
Q

What is imposter syndrome?

A

Where competence exceeds confidence.

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24
Q

Where does the ideal level of confidence lie?

A

Between armchair quarterback and an imposter.

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25
Q

What is the Dunning-Kruger effect?

A

When we lack competence that we’re most likely to be brimming with overconfidence. Having an inflated opinion of skills.

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26
Q

What is feigned knowledge?

A

Where people pretend to know things they don’t.

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27
Q

Why does armchair quarterback syndrome stand in the way of rethinking?

A

If we are certain that we know something, we have no reason to look for gaps and flaws in our knowledge.

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28
Q

When do we become overconfident in the Dunning-Kruger trap?

A

When we progress from novice to amateur.

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29
Q

What is confident humility?

A

Having faith in our capability while appreciating that we may not have the right solution or even be addressing the right problem.

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30
Q

What are the three benefits of imposter syndrome?

A

1) motivates us to work HARDER
2) motivates us to work SMARTER
3) make us better LEARNERS

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31
Q

What do people do when a core belief is questioned?

A

Shut down rather than open up.

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32
Q

What keeps us from recognizing when our opinions are off the mark and rethinking them?

A

Attachment

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33
Q

What two kinds of detachments are useful?

A

1) detaching your present from past
2) detaching your opinions from your identity

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34
Q

What should dictate your core principles in life?

A

Your values

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35
Q

What is the most important driver of forecasters’ success?

A

How often the update their beliefs

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36
Q

What does admitting we were wrong display?

A

Honesty and willingness to learn

37
Q

What are personal, emotional clashes that are filled not with just friction but also with animosity?

A

Relationship conflict

38
Q

What is it called when we have clashes about ideas and opinions?

A

Task conflict

39
Q

Teams that perform poorly have more of what type of conflict?

A

Relationship conflict

40
Q

Can task conflict be beneficial?

A

Yes

41
Q

What type of people tend to be more critical, skeptical, and challenging?

A

Disagreeable people

42
Q

Why are disagreeable people ideal members of a challenge network?

A

Because they are fearless about questioning the way things have always been done and holding us accountable for thinking again.

43
Q

Dissatisfaction promotes creativity when people feel —— and ——-?

A

Committed and supported

44
Q

Why do disagreeable people make good critics?

A

Because their intent is to elevate the work, not feed their own egos

45
Q

Do agreeable people always steer clear from conflict?

A

No

46
Q

What is a major problem with task conflict?

A

It spills into relationship conflict

47
Q

When we argue about ——, we run the risk of becoming emotionally attached to our positions. We’re more likely to have a good fight if we argue about——-.

A

Why, how

48
Q

Expert negotiators devote more than a third of their planning to what?

A

Finding common ground

49
Q

Expert negotiators present fewer or more reasons to support their case?

A

Fewer

50
Q

Skilled negotiators are more likely to do what instead of going on offense or defense?

A

Ask questions

51
Q

How can we demonstrate openness in a debate?

A

By acknowledging where we agree and what we have learned from them.

52
Q

Harish Natarajan used the steel man method to find common ground in a debate? What is this?

A

Steel man, consider the strongest version of their case

53
Q

Who is the most likely person to change your mind?

A

Yourself

54
Q

What is the lowest form of an argument?

A

Name calling

55
Q

How can you shift attention away from the substance of a disagreement when someone becomes hostile?

A

Have a conversation about the conversation

56
Q

What two reasons do people want to identify with a group?

A

They seek belonging and status

57
Q

What is it called when people interact with others who share the same stereotypes making them more extreme?

A

Group polarization

58
Q

When returning from space, astronauts are less focused on individual achievements and personal happiness, and more concerned for the collective good. What is this reaction called?

A

The overview effect

59
Q

What can help build bridges between rivals?

A

Common identity

60
Q

In an experiment, when did Boston and New York fans show less hostility?

A

When they reflected on how silly the rivalry was.

61
Q

What does counter factual thinking involve?

A

Imagining how the circumstances of our lives could have unfolded differently.

62
Q

Research suggests there are more ———- between groups than we recognize.

A

Similarities

63
Q

What is the most effective way to break down stereotypes someone may have of you?

A

Talk with them in person

64
Q

What is the common problem with persuasion?

A

What doesn’t sway us can make our beliefs stronger

65
Q

What is the central premise of motivational interviewing?

A

We can rarely motivate someone else to change. We are better off helping them find their own motivation to change.

66
Q

What are the three key techniques to motivational interviewing?

A

1) asking open-ended questions
2) engaging in reflective listening
3) affirming the persons desire and ability to change

67
Q

What is the most effective way to help others open their minds?

A

Listen

68
Q

What is the distinction between sustain talk and change talk, as it relates to motivational interviewing?

A

Sustain talk is about maintaining the status quo, change talk is refreshing a desire, ability, need or commitment to make adjustments

69
Q

What is the fourth technique of motivational interviewing recommended for the end of a conversation?

A

Summarizing

70
Q

What desire does motivational interviewing require?

A

A desire to help people reach their goals

71
Q

What is the “righting reflex” as it relates to motivational interviewing?

A

The desire to fix problems and offer answers

72
Q

How can a listener make people less anxious and defensive?

A

Interacting with as a empathetic, nonjudgmental, attentive listener

73
Q

What is a basic human tendency to seek clarity and closure by simplifying a complex continuum into two categories?

A

Binary bias

74
Q

What is the antidote to binary bias?

A

Complexifying: showcasing the range of perspectives on a given topic

75
Q

What is the fundamental lesson of desirability bias?

A

Our beliefs are shaped by our motivations

76
Q

How can we think like fact checkers?

A

1) INTERROGATE information
2) REJECT RANK and popularity as a proxy for reliability
3) UNDERSTAND that the sender of the information is not always the source

77
Q

What is the phenomenon known as the awestruck effect?

A

When a speaker delivers an inspiring message

78
Q

What is one of the hallmarks of an open mind?

A

Responding to confusion with curiosity and interest.

79
Q

What does rethinking depend on when it comes to a collective group?

A

An organizations culture

80
Q

In what culture is rethinking more likely to occur?

A

A learning culture where growth is a core value and rethinking cycles are routine

81
Q

What is psychological safety?

A

It’s fostering a climate of respect, trust, and openness in which people can raise concerns and suggestions without fear of reprisal.

82
Q

In performance cultures, the emphasis on results undermines ————.

A

Psychological safety

83
Q

How can you change the culture of an organization?

A

Starting with modeling the VALUES we want to promote, PRAISING those who exemplify them, and BUILDING a coalition of colleagues who are committed to making a change

84
Q

What is the standard advice for managers on building psychological safety?

A

To model openness and inclusiveness

85
Q

What is it called when we double down and sink more resources into a plan instead of rethinking?

A

Escalation of commitment

86
Q

What celebrated engine of success can fuel escalation of commitment?

A

Grit

87
Q

What is identity foreclosure ?

A

When we settle prematurely on a sense of self without enough due diligence and close our minds to alternate selves.

88
Q

Define your identity in terms of ———, not ———.

A

Values not opinions

Sgt Test Flashcards (6 decks)

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