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CASPer Written Scenario 1

 

Every team member should be seen as having equal value to that team.

i) Do you agree with this statement?
ii) What qualities differentiate a good leader from a poor one?
iii) Describe a time that you supported a team member when they were struggling.

 

CASPer Written Scenario 1 Example Answers

 

i) Whilst I appreciate the sentiment behind the statement, I would not agree with it entirely. I believe that every member of the team should be seen as having value to the team, and should be treated with equal respect and fairness to anyone else. This does not necessarily mean that all team members have equal value to the team – we would have to consider what type of team it is, and the roles that each member fulfills, in order to decide whether each person is really of equal value. To provide an example, if a football team were to compare a new recruit with their experienced captain, they would likely have to conclude that their captain held more value – even though they should still treat the new player with respect, and do their utmost to help him develop himself to a point where he held as much value as the captain once had.

ii) A good leader shows that they care about those that they lead, through empathy. They listen carefully, and are able to understand their team through both verbal and non-verbal communication. They understand when to delegate tasks to others, and who to delegate to. They are honest, and show integrity – meaning that those they lead can trust them to make the correct decision, in the interests of the team – rather than their own interests. They are a strong communicator, able to make their point succinctly and easily to both their team and others outside of it. They are both self-aware and self-confident, able to regulate their behaviour to work well with others.

iii) In my college hockey team, one of the other players began to repeatedly miss practice, and his performances were noticeably worse. I wasn’t especially close to him, but as one of the more experienced players on the squad I felt it my duty to help the other players. I asked him to speak to me in private after practice, and told him that I couldn’t help but notice he’d been struggling recently with practices and matches. I told him that he should feel he could speak to me if there was anything on his mind, and that my role – and that of the team as a whole – was to support him. He explained that his parents had been having difficulties, and this had impacted him heavily. We spoke about it at length, and over time he came to find the team to be a support.

 

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CASPer Written Scenario 2

 

One of your teammates comes to you and explains that the captain has been repeatedly rude and insulting to them. You are the vice captain of the team.

i) Is your teammate correct to have come to you, rather than speak to the captain directly?
ii) How will the captain’s attitude likely affect this teammate and the team as a whole?
iii) Have you ever found it hard to work with a team captain or team leader?

 

CASPer Written Scenario 2 Example Answers

 

i) One shouldn’t assume that there is a ‘correct’ route to take for the teammate here – the correct decision is the one that allows them to feel comfortable, and most readily deals with the issues that they are facing. From the prompt, it appears that the captain has not been treating them with respect, and one can therefore understand why they are not taking their issues to the captain. Indeed, it is likely that they already have tried to do so, and been dismissed or not treated seriously. Therefore, their decision to come to the vice captain seems a sensible and fair one – through approaching another senior team member they are likely to be able to have their issues addressed, and it is as close to a direct solution as is possible without speaking to the captain. It is also a far better decision than speaking about the captain to multiple other team members, without directly addressing the issue.

ii) If we assume that the teammate’s reports of the captain’s behaviour are true, then they will have a negative effect on the team. However, we should act to confirm the reports, and to better understand the dynamics within the team, before we make conclusions. If confirmed, this attitude will make other team members feel that they are not valued, not trusted, and not respected. This in turn will drive them away from the team, and lead to them becoming anxious, stressed, or angry. This will fracture the team, and destroy its ability to support its members.

iii) The captain of my school’s baseball team had a tendency to be very disrespectful to new recruits. He viewed this disrespect as an extended ‘hazing’ process, in which the new players must show their loyalty to the team. After making it through this process myself, and as one of the now-more senior team members, I found myself more able to see how damaging this process was to the team, with many skilled players falling by the wayside. I spoke to the captain about it, but he refused to listen to my feedback, and warned me that my input wouldn’t help my own place in the team. I tried again – once more in private and politely – and received the same warning. I therefore spoke to the vice captain and other team members, and we together approached him. This finally led to a change in culture of the team.

 

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CASPer Written Scenario 3

 

One of your managers refuses to listen to any critique of a presentation that they have prepared for your stakeholders. The presentation is, in your view, not adequate.

i) How do you approach this issue?
ii) What is the importance of feedback in a team working environment?
iii) Describe a time when you received difficult feedback.

 

CASPer Written Scenario 3 Example Answers

 

i) I would ask the manager to speak to me in private, but stress that I believe the discussion is of importance. I would then explain that I wish to speak to them about the presentation – through leading with an open statement, I would allow them to voice their feelings immediately. I would be patient if they became irritable or vented anger, and let them speak. I would show empathy and understanding when listening. I would politely explain that there has been feedback that the presentation should be improved, and that I agree with this feedback. I would ask if there was any way I could help to implement feedback, or if there were any barriers to feedback being implemented. I would explain that I feel strongly about this issue as the presentation affects all of us within the team, and that all our feedback should therefore be considered.

ii) Feedback allows a team to grow and improve together. If a team is honest, and its members able to speak to each other openly and reflect together, then any issues – be they small problems or larger ones – will be more readily addressed. Feedback must flow in all directions within the team – horizontally, from leaders to junior members, and there must also be a space for criticism and critique of leaders as well.

iii) In my first year of college I was still used to doing well without questioning why – i.e. without having reflected on my learning style or particular attributes. I found myself struggling somewhat with one course, but didn’t take the time to speak to the tutor about it, believing I could overcome the difficulties myself. Eventually, the tutor asked to speak to me and explained that, whilst they could tell I was intelligent, they didn’t think that I had been approaching the course in the right way so far. I thanked them for the feedback and asked them to expand on it, which they did. Afterwards, I found myself very upset – perhaps because I was unused to receiving negative feedback. I initially found it hard to take the feedback on, but after some reflection realised it was valid. I eventually found myself doing very well at the course, and crucially have since found that my ability to seek out feedback, and to learn from feedback, has massively improved.

 

Additional CASPer Practice Test Questions and Model Answers

Scenario: You are a medical student on clinical placement. You notice a supervising resident checking their phone repeatedly during a patient consultation, appearing distracted. The patient is explaining complex symptoms that will require careful documentation. What do you do?

This situation involves patient safety and professional conduct, and I would not simply observe and say nothing. My first consideration is the patient: if important clinical information is being missed because the resident is distracted, that has direct consequences for the quality of care this person receives. I would begin by paying close attention myself, taking detailed mental notes of the patient’s account so that I could contribute accurately to the clinical record. After the consultation, I would speak privately with the resident rather than raising the issue in front of the patient or other staff: asking whether everything was alright and gently noting that I wanted to make sure I had captured the patient’s history accurately. That framing invites reflection without accusation and gives the resident the opportunity to recognise the issue themselves. If the pattern continued across consultations and I believed patient safety was being compromised, I would raise the concern with my placement supervisor. A single distracted moment can have multiple explanations; a pattern requires a more formal response. My obligation is to the patient, and exercising good judgment about how to act on that obligation is part of what clinical training is preparing me for.

 

Scenario: A close friend asks you to review their personal statement for a medical school application. You notice they have significantly exaggerated their volunteering experience, claiming leadership of a project they actually participated in briefly. They tell you everyone embellishes personal statements and that it does not matter. What do you do?

I would not simply validate my friend’s reasoning, because the situation is more serious than they appear to recognise. Misrepresenting experience on a medical school application is not a minor stylistic embellishment: it is a deliberate deception of an admissions process that makes consequential decisions about who enters a profession in which honesty and integrity are foundational requirements. I would tell my friend clearly but without hostility that I could not help them refine language I knew to be inaccurate, and that I was genuinely concerned about what they were proposing. I would explain my reasoning: not as a lecture about rules, but as a practical and ethical concern. Medical schools assess character as well as academic ability, and a personal statement that misrepresents experience not only risks discovery during the admissions process but establishes a pattern of managing difficulty through dishonesty rather than through genuine reflection. I would offer to help them present their actual experience compellingly, because I think there is always an honest version of a strong application available to someone worth accepting. But I would be clear that helping them present a dishonest one was not something I was willing to do, regardless of what they believed others were doing.

 

Scenario: You are walking across campus and you see a student sitting alone, visibly distressed and crying. You are running slightly late for an important lecture. What do you do?

I would stop. A person in visible distress in a public space is a situation that calls for a brief human response at minimum, and the few minutes I might lose from the start of a lecture are not a serious cost relative to the potential significance of the encounter for the person concerned. I would approach calmly and without intrusiveness, position myself at a non-threatening distance, and simply ask if they were alright and whether there was anything I could do. I would not assume the nature of their distress or project emotions onto them. If they indicated they wanted to talk, I would stay and listen for as long as the situation warranted, and if necessary I would miss the lecture entirely and access the material another way. If they preferred to be alone, I would respect that while making sure they knew where to access support if they needed it, for example the university counselling service or a helpline. If at any point I was concerned that the person might be at risk of harming themselves, I would not leave without ensuring they had appropriate support. Being a few minutes late to a lecture is a manageable inconvenience. Walking past someone in genuine distress because I chose not to engage is a more significant choice than it might appear in the moment.

 

Scenario: During a group practical session, your lab partner confides that they have been struggling with severe anxiety for several months and that it is affecting their ability to complete coursework. They ask you not to mention it to anyone because they are worried about being judged. What do you do?

I would begin by listening and taking their experience seriously rather than immediately moving to problem-solving. Being trusted with this disclosure is significant, and the first thing my lab partner needs from me in this moment is to feel heard rather than managed. I would acknowledge how difficult it is to be struggling in the way they describe, and how understandable it is to worry about judgment. I would then gently explore whether they had any support in place: whether they had spoken to a GP, whether they were aware of the university’s mental health services, and whether there were academic support mechanisms they could access discreetly. I would be honest that I cared about their wellbeing and wanted to encourage them toward support rather than continuing to manage alone, because anxiety of the severity they were describing often worsens without some form of professional input. I would not immediately disclose their situation to anyone without their consent, because doing so would likely damage their trust and make them less likely to seek help. However, if over time I became concerned that they were at serious risk of harm, my obligation would shift, and I would be honest with them about that before acting rather than acting unilaterally without warning.

 

Scenario: You are part of a student committee that has just voted to allocate a significant fundraising sum to a high-profile social event rather than to a local food bank the committee had previously expressed support for. You voted against this outcome. A local journalist contacts you asking for a comment on the committee’s decision. What do you do?

I would not use the media contact as an opportunity to vent my personal disagreement with the decision. The committee reached its outcome through a legitimate process, and whatever my private view of that decision, I am a member of the committee and my public conduct should reflect that membership responsibly. I would tell the journalist that I was not the appropriate spokesperson for the committee’s decision, explain who the relevant contact was, and decline to comment on the substance of the vote or to characterise it in any way that went beyond factual description. If asked directly whether I supported the decision, I would be honest that committee discussions involve debate and that I was not able to speak for the committee collectively beyond directing them to the official response. I would then raise my concerns internally through whatever channels the committee provided: requesting that the food bank commitment be revisited at the next meeting, or proposing a division of funds that honoured both priorities. Using external media pressure to relitigate a decision I lost through a legitimate process would be a manipulation of the situation that undermines the integrity of the committee I chose to be part of. Disagreement expressed through legitimate internal channels is appropriate; using external leverage to override a collective decision is not.

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