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Train Your Brain – Quick Practice

Train Your Brain – Quick Practice

Train Your Judgement

This is not about finding the most polished answer.

Each situation includes responses that people may reasonably choose under pressure.

Use the questions to notice:

which response you are naturally drawn to,
what assumptions sit behind that response,
and how the frameworks in this course change the quality of the decision.

The goal is to train recognition and judgement so the stronger response becomes easier to access in real conversations.

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Question 1 of 5

1. Question
1. A stakeholder says, “Everyone knows this deadline is achievable.” You have data showing two new dependencies. What is the strongest first response?
“The deadline is still possible, but I think we should monitor the dependencies closely before changing anything.”
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“The deadline was agreed before two new dependencies were added. My concern is that the plan no longer reflects the work required. Can we look at the trade-offs together?”
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“I don’t think we should challenge the date until we know for certain that the dependencies will affect delivery.”
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“This is significant enough that we should escalate the deadline now and ask leadership to decide.”
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Question 2 of 5

2. Question
1. A colleague says “Understood” after feedback. What is the strongest next move?
“Good. Let’s see how it goes next time and revisit if the issue comes up again.”
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“What are you taking away from the feedback, and what would you do differently next time?”
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“Let me restate the main point once more so we are both clear.”
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“I’ll send you a short summary afterwards so we have the same reference.”
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Question 3 of 5

3. Question
1. Two teams disagree about a low-impact issue. The other team cares much more, and the cost to you of yielding is small. Which response may be most efficient?
Competing: Protect your position so the team does not create a precedent for future requests.
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Collaborating: Spend time finding an option that gives both teams as much as possible.
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Accommodating: Let the other team have the point because the issue matters more to them and your cost is low.
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Compromising: Split the difference so both teams give up something and the decision feels balanced.
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Question 4 of 5

4. Question
1. You need to challenge a colleague’s interpretation. Which phrase best reflects STATE?
“I think we may be reading this differently. From my side, the dependency looks more serious than you are treating it.”
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“The data shows two missed milestones. My current read is that the dependency is more serious than we expected. How are you interpreting it?”
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“I’m not convinced by that interpretation, but I don’t want to push the point if you see it differently.”
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“The missed milestones are visible to everyone, so I think we need to acknowledge the obvious risk.”
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Question 5 of 5

5. Question
1. A concern has already been raised. New evidence now shows the risk is growing and the decision window is narrowing. Which PACE move best fits?
Probe: Ask for another round of clarification before making the concern more explicit.
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Alert: State the concern clearly and make the growing risk visible.
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Challenge: Require an immediate decision because the situation is already at a critical threshold.
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Escalate: Move the issue to a higher authority now so there is no further delay.
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