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SRG Generative Thinking

SRG Generative Thinking

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Question 1 of 10

1. Question

Which of the following is an example of an absolute constraint?
A) Lack of staff motivation
B) A government or industry regulation
C) Resource gaps in funding
D) Habitual ways of working

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Question 2 of 10

2. Question

Generative Thinking builds optimism that is:
A) Grounded in reality
B) Based on wishful thinking
C) Focused only on short term wins
D) Dependent on external consultants

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Question 3 of 10

3. Question

In practice, Generative Thinking encourages leaders to ask:
A) What is the cheapest option?
B) What could we do if we removed this barrier?
C) How can we avoid all risk?
D) Who should be blamed for failure?

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Question 4 of 10

4. Question

Over time, adopting a Generative Thinking mindset expands organisational capacity because:
A) Teams stop wasting energy on the unachievable and invest in feasible next frontiers
B) Leaders predict the future more accurately
C) Staff morale automatically improves without effort
D) Regulations become less restrictive

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Question 5 of 10

5. Question

Which two Oxford scholars pioneered Constructor Theory, the foundation for Generative Thinking in this course?
A) Karl Popper and Thomas Kuhn
B) David Deutsch and Chiara Marletto
C) Peter Drucker and Michael Porter
D) Daniel Kahneman and Amos Tversky

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Question 6 of 10

6. Question

Constructor Theory applied to leadership asks:
A) What transformations are possible, and what’s stopping them?
B) How can we maximise shareholder value?
C) Which staff members are most resistant to change?
D) What is the best marketing strategy?

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Question 7 of 10

7. Question

Generative Thinking is primarily about:
A) Predicting the future with certainty
B) Opening up the possibility space and challenging false assumptions
C) Avoiding risk by sticking to proven methods
D) Prioritising ROI above all else

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Question 8 of 10

8. Question

Leaders often fall into two extremes that Generative Thinking seeks to avoid. What are they?
A) Naive optimism and premature defeatism
B) Overconfidence and underconfidence
C) Risk-taking and risk avoidance
D) Expansion and contraction

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Question 9 of 10

9. Question

The key Generative Thinking question is:
A) What is the ROI of this project?
B) What is possible in principle, and what is impossible under current constraints?
C) How can we persuade staff to commit?
D) What boundaries must never be crossed?

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Question 10 of 10

10. Question

Mapping constraints helps leaders distinguish between:
A) Short term vs long term goals
B) Absolute barriers vs self imposed limits
C) Internal vs external stakeholders
D) Profitable vs unprofitable initiatives

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