Deal of The Day! Hurry Up, Grab the Special Discount - Save 25% - Ends In 00:00:00 Coupon code: SAVE25
Welcome to Pass4Success

- Free Preparation Discussions

Scaled Agile Exam SAFe-SGP Topic 3 Question 6 Discussion

Actual exam question for Scaled Agile's SAFe 5 Government Practitioner Exam (5.0) exam
Question #: 6
Topic #: 3
[All SAFe 5 Government Practitioner Exam (5.0) Questions]

What occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career?

Show Suggested Answer Hide Answer
Suggested Answer: B

According to theLean-Agile Leadershiparticle on the Scaled Agile Framework website, psychological safety occurs when leaders create an environment for risk-taking that supports change without fear of negative consequences to self-image, status, or career. The article states that ''Psychological safety is a shared belief that the team is safe for interpersonal risk-taking. It can be defined as 'being able to show and employ one's self without fear of negative consequences of self-image, status, or career.' In psychologically safe teams, team members feel accepted and respected. They are confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea.'' Therefore, the correct answer is B, psychological safety. The other options are not accurate, as they are not the terms that describe the outcome of creating an environment for risk-taking that supports change without fear of negative consequences. Decentralized decision-making (A) is a principle, not an outcome, of Lean-Agile leadership. Emotional intelligence is a skill, not an outcome, of Lean-Agile leadership. Alignment (D) is a value, not an outcome, of Lean-Agile leadership.


Contribute your Thoughts:

Quentin
5 days ago
Ooh, good point Rodolfo. Emotional intelligence could definitely play a role in this scenario. Although I still lean more towards B) Psychological safety as the best answer.
upvoted 0 times
...
Rodolfo
7 days ago
What about C) Emotional intelligence? I feel like leaders who create a safe risk-taking environment would need to have a high level of emotional intelligence to understand how to cultivate that kind of culture.
upvoted 0 times
...
Mariann
8 days ago
Hmm, that's an interesting perspective, Ruthann. I can see how decentralized decision-making could also be a result of that kind of environment. It's a tough call between B and A, in my opinion.
upvoted 0 times
...
Ruthann
9 days ago
I'm not so sure. I think the answer could also be A) Decentralized decision-making. When leaders create a risk-taking environment, it often leads to more distributed authority and decision-making power within the organization.
upvoted 0 times
...
Nicolette
11 days ago
I agree with Lynelle. Psychological safety is key for driving innovation and change. If people are constantly worried about their image or status, they'll be less likely to step out of their comfort zone and try new things.
upvoted 0 times
...
Lynelle
13 days ago
Hmm, this is a tricky question. I think the answer is B) Psychological safety. When leaders create an environment where people feel safe to take risks and experiment without fear of negative consequences, it fosters a sense of psychological safety among the team.
upvoted 0 times
...

Save Cancel