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Question 1: When under pressure to solve difficult technical problems, you trust what has worked in the past rather than experiment with new ideas.
[] (a) Very seldom [] (b) Once in a while [] (c) Occasionally [] (d) Fairly often [] (e) Often
Question 2: Many of your most successful approaches to problem solving resulted from drawing and playing around on paper with the sub-components of a problem.
Question 3: You have mind-mapping or other similar types of sessions with others.
[] (a) Almost never [] (b) Once in a while [] (c) More often than not [] (d) Fairly often [] (e) Frequently
Question 4: You leave a present nagging, unsolved problem in order to re-confront an earlier unsolved problem.
[] (a) Never [] (b) Seldom [] (c) Occasionally [] (d) Often [] (e) Always
Question 5: When reviewing a solution that you have generated to a major problem, believing that you have made the right decision is more important to you than winning over the opinions of your co-workers and senior management.
[] (a) Strongly disagree [] (b) Mildly disagree [] (c) Indifferent [] (d) Agree [] (e) Absolutely agree
Question 6: You use small scraps of time, such as in bathrooms and on buses, to work on simple problems.
Question 7: You always carry a notebook with you to list or make note of ideas as they occur to you for possible future thought.
Question 8: To ensure objective and rational decision-making, you disregard your sense of intuition.
[] (a) Almost never [] (b) More often than not [] (c) Unaware of intuition [] (d) Often [] (e) Always
Question 9: Publications and other reference sources within your field are the first place that you turn to help you identify new solutions to problems that you are working on.
[] (a) Usually not [] (b) Occasionally [] (c) More often than not [] (d) Often [] (e) Entirely
Question 10: You separate the important from the unimportant by listening to others' opinions.
[] (a) Not at all [] (b) Comparatively seldom [] (c) Occasionally [] (d) More often than not [] (e) Fairly often
Question 11: You focus more on successful ideas rather than unsuccessful ones to guide you to more promising avenues for problem solution.
[] (a) Once in a while [] (b) Doesn't matter [] (c) Often [] (d) Very often [] (e) Always
Question 12: You devote as much effort to fully defining a problem as to determining its solution.
Question 13: You schedule your daily work and projects according to what comes to you naturally.
Question 14: You permit all of your subordinates to use their own judgment in solving problems.
[] (a) Seldom [] (b) Sometimes [] (c) More often than not [] (d) Often [] (e) Always
Question 15: In your ongoing concern about keeping your people highly motivated, you praise good performance rather than point out poor performance.
[] (a) Seldom [] (b) Occasionally [] (c) You comment on neither [] (d) Often [] (e) Always
Question 16: Quarterly performance appraisals are more to your liking than annual ones.
[] (a) Strongly disagree [] (b) Mildly disagree [] (c) Indifferent [] (d) Agree [] (e) Strongly agree
Question 17: The most polite, best-dressed and best-mannered subordinates generally have the most success in completing difficult projects on time and under budget.
[] (a) Once in a while [] (b) More often than not [] (c) Often [] (d) A great deal [] (e) Consistently
Question 18: The presence of external consultants gives you a feeling of a diminishment of your managerial aura.
Question 19: What you do gives you a real sense of accomplishment and achievement.
[] (a) Never [] (b) Seldom [] (c) Occasionally [] (d) Fairly often [] (e) Often
Question 20: If you had a good friend looking for a good management position, you would recommend the organization that you work for.