RC Survey Online Authorization Assessment Questions for Modules 1-5

Module 1:What is relational coordination and

how does it affect performance?

Questions to assess your understanding

What is relational coordination?

1. Communicating and relating for the purpose of task integration

2. A process that is useful for improving quality, efficiency and job satisfaction, especially under conditions of task interdependence, uncertainty and time constraints

3. Both of the above4. None of the above

Which of the following are dimensions of relational coordination? (check all that apply)

1. Mutual respect2. Shared knowledge3. Functional goals4. Mutual liking5. Timely communication6. Accurate communication7. Problem solving communication

Why is relational coordination especially helpful under conditions of task interdependence,

uncertainty and time constraints?

1. These conditions increase the need for information processing capacity, which relational coordination provides

2. These conditions increase stress for workers, and relational coordination helps to reduce that stress

3. Both of the above4. None of the above

How does relational coordination fit with approaches like TQM, lean, process redesign?

1. Relational coordination is an alternative, more relational approach for improving performance

2. TQM, lean and process redesign approaches offer a set of tools that work well on their own

3. Relational coordination provides a cultural context for using TQM, lean and process redesign more effectively

4. All of the above5. None of the above

Which of these worker outcomes have been associated with relational coordination?

(check all that apply)

1. Reduced burnout2. Reduced emotional exhaustion3. Increased commitment4. Increased job satisfaction5. Increased career satisfaction6. Increased professional efficacy

Module 2:How do organizations support

relational coordination?

Questions to assess your understanding

Which of these organizational structures support relational coordination?

1. Selection for teamwork2. Cross-functional performance measurement3. Cross-functional rewards4. Cross-functional protocols 5. Cross-functional conflict resolution6. Cross-functional information systems7. Cross-functional boundary spanners8. All of the above

How do these structures work?

1. They create cohesion by reducing specialization2. They create cohesion by connecting frontline workers

across their areas of specialization3. Both of the above4. None of the above

How do these structures influence performance outcomes?

1. They increase relational coordination, and as a result, they increase quality, efficiency and worker outcomes

2. They increase relational coordination3. They increase quality, efficiency and worker outcomes4. All of the above5. None of the above

To support relational coordination, performance measures must…

1. Hold everyone accountable for their own performance2. Hold everyone accountable for overall performance

outcomes3. Encourage problem solving, not finger pointing4. All of the above5. None of the above

To support relational coordination, conflict resolution must…

1. Prevent conflict in the workplace2. Discover who started the conflict3. Avoid conflicts at all costs4. Find ways to surface, discuss and learn from conflicts,

especially across functional groups where power differentials exist

5. All of the above

Module 3:Getting from here to there

Questions to assess your understanding

Why is it challenging to improve relational coordination?

1. People don’t like to change, no matter what2. It is human nature to prefer hierarchy over reciprocal

relationships3. Current relational patterns are deeply embedded in

our cultures and professional identities4. All of the above 5. None of the above

Why is it not sufficient to change organizational structures?

1. Structures are artificial and they don’t make a difference to how we behave

2. People will reject new structures that don’t fit their current beliefs and relational patterns

3. Organizational structures cannot be changed4. All of the above5. None of the above

Why is it not sufficient to change relationships?

1. Relationship patterns can’t be changed – they are too embedded in our culture and professional identities

2. Relationships don’t really make a difference 3. If we change relationships but leave the old structures

in place, before long we will revert to our old relationship patterns

4. All of the above5. None of the above

Relational space allows participants to safely… (check all that apply)

1. Identify and question assumptions 2. Speak up and be heard3. Determine who is at fault4. Admit one does not know everything5. Diminish the impact of power differentials6. Understand each others’ perspective7. Identify and commit to shared goals with each other

Module 4:Relational coproduction and

relational leadership

Questions to assess your understanding

Relational coproduction is… (check all that apply)

1. An innovative approach to professionalism2. A customer/worker relationship that is primarily arms

length3. A reciprocal, relatively egalitarian relationship

between customers and workers4. Relying on customers to bring their knowledge to the

table to help produce the desired outcomes5. Reassuring customers that they can sit back and play a

primarily passive role

Relational leadership is… (check all that apply)

1. A take charge approach to leadership2. A way for leaders to be heroic in the eyes of their

followers3. A reciprocal, relatively egalitarian relationship

between managers and workers4. Relying on workers to bring their knowledge to the

table to help produce the desired outcomes5. Reassuring workers that they can sit back and play a

primarily passive role

How do relational leaders influence relational coordination?

1. When leaders act in relational ways, relational coordination between workers is less important for achieving desired outcomes

2. By role-modeling deference to expertise and humble inquiry, relational leaders help to foster relational coordination between workers

3. Both of the above4. None of the above

How does relational coordination influence relational coproduction?

1. When workers know how to relationally coordinate with each other, it is easier for them to build shared goals, shared knowledge and mutual respect with the customer

2. When relational coordination is really strong, customers do not need to engage in relational coproduction

3. Both of the above4. None of the above

How does relational coproduction influence relational coordination?

1. When workers have a common goal of partnering with the customer, that provides a good starting point for building relational coordination among themselves

2. When all workers have individual relationships with the customer, there is little need for relational coordination between those workers

3. Both of the above4. None of the above

Module 5:Measuring and mapping relational coordination

Questions to assess your understanding

Which decisions must be made when setting up a relational coordination survey?

1. Identify the work process in need of coordination (could be very focused or very broad)

2. Identify the functional groups and/or individuals that are critical for coordinating that work process

3. Of those functional groups and/or individuals, identify who will be surveyed

4. All of the above5. None of the above

Which survey format walks you through the set up process and produces an automatic report of your results?

(check all that apply)

1. Online survey platform2. Paper survey3. Your own survey platform

Which survey format provides a spreadsheet of your data enabling you to

analyze your own results? (check all that apply)

1. Online survey platform2. Paper survey3. Your own survey platform

Which survey format produces results that can be analyzed to produce RC network

maps and matrices? (check all that apply)

1. Online survey platform2. Paper survey3. Your own survey platform

What are the 7 dimensions measured by the relational coordination survey?

1. Mutual respect, Frequent communication, Type of communication, Accurate communication, Problem solving communication, Shared knowledge, Shared Goals

2. Mutual respect, Shared values, Shared knowledge, Shared goals, Accurate communication, Timely communication, problem solving communication

3. Mutual respect, Shared goals, Accurate communication, Frequent communication, Timely communication, Problem solving communication, Shared knowledge

4. None of the above

RC network maps are useful because they…(check all that apply)

1. Show the strength of the relational coordination ties between each functional group in the work process

2. Show the strength of the relational coordination ties within each functional group in the work process

3. Show the difference in how two different functions view the relational coordination tie between them

4. Show the strength of relational coordination ties for the overall work process

5. Show the strength of each dimension of relational coordination

6. All of the above

RC matrices are useful because they…(check all that apply)

1. Show the strength of the relational coordination ties between each functional group in the work process

2. Show the strength of the relational coordination ties within each functional group in the work process

3. Show the difference in how two different functions view the relational coordination tie between them

4. Show the strength of relational coordination ties for the overall work process

5. Show the strength of each dimension of relational coordination

6. All of the above

Your RC study design may incorporate…

1. Multiple sites 2. Pre/post intervention3. Multiple sites pre/post intervention4. Any of the above5. None of the above

When measuring multiple sites pre/post intervention you should…

1. Administer the same RC survey in all sites, and compare RC scores

2. Administer the same RC survey before and after the intervention, and compare RC scores

3. Both of the above4. None of the above

Introducing the Relational Coordination Research Collaborative

RCRC VisionMaking relational coordination the norm for how

human beings work together

RCRC MissionBuilding the knowledge, evidence and tools to enable the transformation of relationships for

high performance

Building a global learning community for practitioners and researchers• U.S. (East Coast, Southeast, Midwest, Southwest, West Coast)• Canada• Denmark, Norway, Sweden• Netherlands, Belgium• Spain, Italy• Ireland, Scotland, England• Australia• Japan

Resources for RCRC Partners• Online RC survey, reports and benchmarking• Intervention data base• Monthly webinars• Annual roundtable, other gatherings• Partner webpages to share efforts, visions• Referrals to RC consultants• Training and certification to become RC consultant

Resources for relational coordinationand organizational change

Visit relationalcoordination.org for many more