MMI practice set: teamwork

Checked 19 October 2026 against the sources listed at the end.

We wrote every scenario here ourselves. None is a real station, none is remembered from an actual interview, and each university sets its own criteria, so treat them as thinking practice rather than a forecast. The approach under each one is one strong way to organise your thinking, not the answer. Practise out loud, in your own words, and time yourself. Station formats are described by Adelaide University↗ (external link), UWA↗ (external link) and the University of Auckland↗ (external link), and UQ publishes a pre-interview briefing pack↗ (external link). For the standards doctors are held to, see the code of conduct that the Medical Board of Australia publishes, Good medical practice↗ (external link).

Some scenarios touch on stress and wellbeing. Anyone who is struggling, or who is worried about a friend, can reach Lifeline on 13 11 14 or Kids Helpline on 1800 55 1800. In New Zealand, call or text 1737. For an emergency, dial 000 (111 in New Zealand).

Scenario 1: Three people, one deadline

Prompt

Your group project is due tomorrow. One member has not delivered their section and has stopped replying. The rest of the group suggests simply writing it for them.

What it probes: Fairness, communication and practicality.

One strong approach

1. Try to reach them again with a kind, specific message.
2. Agree what must be done tonight to protect the group's work.
3. Split the extra work fairly and openly.
4. Tell the teacher and the absent member plainly afterwards.

Points worth reaching

• Concern for the person as well as the task.
• Be transparent with the group and with the teacher.
• Avoid quietly doing everything yourself.

Common traps

• Taking over in silence and resenting it.
• Reporting them before attempting contact.

One way an answer might sound (for Scenario 1, "Three people, one deadline"; yours should be in your own words)

"I'd start by messaging our teammate kindly and specifically: what's your section, can you send even a rough draft by tonight, and is anything getting in the way? In the meantime I'd show the group what's still missing and suggest we protect the whole project by agreeing who covers what tonight, splitting it fairly so nobody quietly does everything. If they still don't reply, I'd tell our teacher early and plainly, without blame, so nobody is surprised. Afterwards I'd speak to our teammate again, because I'd like to understand what happened, and I'd suggest a clearer check-in routine for the next project."

This is a worded example of one strong approach, not the answer. Notice the order: acknowledge, ask or look for facts, weigh the people involved, choose an action, and say what you would do next.

Scenario 2: Two good ideas

Prompt

You are on a committee planning a charity fun run. Two members argue loudly about the route. Others have gone quiet.

What it probes: Facilitating without taking over.

One strong approach

1. Pause and thank both for their passion.
2. Ask each to name what matters most about their route.
3. Invite quieter members to share a view.
4. Suggest a simple way to decide, such as listing criteria and scoring.

Points worth reaching

• Criteria turn arguments into decisions.
• Include quiet voices.
• Make clear you are happy to follow the group's decision.

Common traps

• Picking a side to end the argument.
• Ignoring the silence.

Scenario 3: The new volunteer

Prompt

A new volunteer at a food bank keeps making small mistakes labelling boxes. The coordinator is busy. The other volunteers roll their eyes.

What it probes: Support and inclusion.

One strong approach

1. Introduce yourself and offer to work alongside them.
2. Show the system once, and check it makes sense to them.
3. Gently ask the coordinator for a short guide.
4. Discourage mocking and model a kind tone.

Points worth reaching

• Everyone was new once.
• Fix the system, not only the person.
• Small kindnesses shape a team's culture.

Common traps

• Quietly correcting their work without telling them.
• Joining in the eye-rolling.

Scenario 4: Credit where it is due

Prompt

You present your group's work to the class. Afterwards your teacher praises you alone. You know two others did most of the research.

What it probes: Integrity and generosity.

One strong approach

1. Thank the teacher, then mention the others by name.
2. Offer to share the praise with the group.
3. Tell the group what you said.
4. Ask how the group can present together next time.

Points worth reaching

• Say it promptly.
• Share credit without being theatrical.
• Teams remember who is fair.

Common traps

• Staying quiet to avoid awkwardness.
• Making a speech out of it.

Scenario 5: The overruled concern

Prompt

Your sports team's captain decides to play an injured player in a final. You are worried but the coach agrees. The injured player says they are fine.

What it probes: Voicing a concern without undermining the team.

One strong approach

1. Speak privately and calmly with the player, the captain and the coach.
2. Share the concern and what you have noticed.
3. Listen to their reasoning.
4. If safety is genuinely at risk, say so clearly, then support the final decision.

Points worth reaching

• Safety concerns deserve to be heard.
• Speak to the right people at the right time.
• Separate the person from the decision.

Common traps

• Complaining to others instead of the decision-makers.
• Saying nothing.

Scenario 6: Leading without authority

Prompt

You are a year 12 student asked to organise a buddy day for new students. Several classmates say they will help but you have no formal power to assign tasks.

What it probes: Leadership through clarity and respect.

One strong approach

1. Set out the goal and the tasks in plain language.
2. Ask people which role suits them.
3. Share a simple plan and check in at set times.
4. Thank people publicly and fix problems early.

Points worth reaching

• People commit to roles they chose.
• Clarity beats pressure.
• Check in rather than chase.

Common traps

• Doing it all yourself.
• Giving orders.

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