Question 1 - The "Sharpness" Test: There is no single "right" focus area, but any chosen area must be defined "sharply" enough. What is the primary indicator that a focus area is sharp enough?
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A. It addresses all six pillars of the NSP.
B. It can be tackled by a reasonably sized team of 8-12 members.
C. It requires a team of at least 20 people to ensure inclusivity.
D. It is broad enough that "everyone" in the municipality needs to be involved.
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Question 2 - Facilitation Method Selection: You are facilitating a session with a group of leaders who have very limited time, and you have already done significant pre-work to curate options. Which facilitation method is best suited for this scenario?
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A. Method 1: The Short Route (Shortlist to One).
B. Method 2: The Long Route (Mapping Initiatives).
C. Method 3: The Blue Sky Brainstorm.
D. Method 4: The Anonymous Survey.
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Question 3 - The Mapping Matrix: When using Method 2 (The Long Route), you create a matrix with organisations in rows and NSP Pillars in columns. Which pillars should be EXCLUDED from this specific matrix?
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A. Pillars 2 and 3 (Prevention and Justice).
B. Pillars 4 and 5 (Response and Economic Power).
C. Pillars 1 and 6 (Accountability and Research & Information Management).
D. You should not exclude any pillars.
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Question 4 - The Gallery Walk: In Method 2, after leaders have placed their initiatives on the wall chart, they conduct a "Gallery Walk." What is the primary purpose of this step?
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A. To check for spelling errors on the Post-it notes.
B. To vote immediately on the best idea.
C. To reveal duplications, gaps, or areas of heavy activity in the current landscape.
D. To assign budget to the projects.
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Question 5 - Handling Leadership Solutions: Leaders often have a natural urge to tell the team how to solve the problem (prescribing solutions). How should you handle these suggestions during the design phase?
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A. Write them down as strict mandates the team must follow.
B. Discard them to protect the team's autonomy.
C. Capture them as "Recommendations" or "ideas to explore," not mandates.
D. Tell the leaders they are not allowed to speak about solutions.
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Question 6 - Defining Guardrails/Boundaries: When refining the challenge, you must define "Guardrails." Which of the following is an example of a Guardrail?
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A. "We want to know why reporting is low."
B. "Reduce the court backlog, but NOT at the expense of due process."
C. "The team must have 10 members."
D. "We need to run an awareness campaign."
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Question 7 - Managing Ambition: A leadership group is torn between two critical focus areas and wants one team to tackle both simultaneously. How should you respond?
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A. Allow the team to do both; they can multitask.
B. Launch two separate teams for the two separate focus areas.
C. Tell them to pick neither and start over.
D. Combine the two focus areas into one giant, vague goal.
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