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Re-creation happens in response to a major external event.
a. True
b. False
What is the difference between an experienced change agent and an expert change
agent according to Miller?
a. Experienced agents believe that powerful communication will convince people to
sign on to a change
b. Experts understand that people have a limited capacity to absorb change and power,
and sanctions aren’t sufficient to convince others
c. Experts believe that people may not be ready to change, so a comprehension plan
must be developed to implement the vision
d. Experienced agents understand that clear communication is the key to getting others
on board with change
What gets measured affects the direction and outcome of a change initiative.
a. True
b. False
Which of the following is an example of episodic change?
a. Alteration of core competencies over time
b. Small changes that tweak the existing system
c. A new technology that makes current operations obsolete
d. A decade-long change in the makeup of the workforce
What are common descriptors of the phase after the change?
a. Feeling of guilt and alienation
b. Achieving closure, adaption, and openness to the new reality
c. Shock and numbness
d. Happiness, gratefulness, and excitement
People who are on the receiving end of change are called:
a. Change victims
b. Change participants
c. Change receptacles
d. Change recipients
Individuals will usually choose whether or not to accept a change program based on
what?
a. How much they trust the leader
b. How detailed the change plan is
c. How others around them react to the change
d. How they perceive the change will impact them personally
Which of the following is not a good design rule for developing a change team?
a. Consider every piece of information fair game to discuss
b. Decisions are made swiftly
c. The change team is incentivized with financial rewards based on performance
d. The change team should be between 15 and 20 members
What does Handy’s sigmoid curve outline?
a. The stages of organizational change
b. Where one should begin changing and where it becomes obvious that one needs to
change
c. How people respond when change is enacted
d. The quantity of inputs that go into creating change
The best way to foster strong organization change and commitment includes all of the
following EXCEPT:
a. Instill a broader perspective in employees’ connection to their work
b. Focus on a holistic perspective on change
c. Communicate and elicit ideas from employees about the change
d. Offer financial incentives for employee compliance
What is the “failure of success?”
a. Continuing to use practices that worked successfully in the past that are no longer
appropriate
b. Expending too many resources to reach a successful change
c. Focusing on success in only one part of the organization without considering losses
that may have occurred elsewhere
d. Insisting that success has been achieved even when there are major issues that need
to be addressed
External change agents are often hired because of which of the following strengths?
a. They are a frugal option for organizations with tight budgets
b. They are independent and credible
c. They have deep knowledge of the organization
d. They can take charge of final decision making
If an organization is in the process of tuning, it does not need to pay attention to
changes in the environment.
a. True
b. False
Organizational members can be classified as all of the following except:
a. Central connectors
b. Troublemakers
c. Boundary spanners
d. Information brokers
In some cases, changing one thing in an organization, such as the compensation system,
may affect other unintended areas. Why is this?
a. Organizations are highly dynamic and interactive, and will change often in
unexpected ways
b. Compensation affects employees, which determines the organization’s entire
performance
c. Change often fails, and this is a symptom of poorly executed change
d. Unintended consequences are often logical, but the change leader just hadn’t thought
or planned for them
Change initiatives may cause mixed feelings from change recipients based on the
impact of all factors except:
a. Their relationship with others
b. Their ability to do their job
c. Their compensation and bonuses
d. The fit with their needs and values
Which tool is a visual representation of the desired end states and the action paths that
will get the organization there?
a. DICE model
b. Risk exposure calculator
c. Strategy map
d. Balanced scorecard
Which characteristics describe continuous change?
a. Sudden
b. Disruptive
c. Infrequent
d. Self-organized
Moving forward without formal approval establishes creeping commitment to the
change project.
a. True
b. False
What is responsibility diffusion?
a. When there is sufficient responsibility to go around
b. When responsibility is subdivided so granularly that it is difficult to return completed
tasks to one cohesive final product
c. When people feel stressed but no one is entirely sure what their responsibilities are
d. When multiple people are involved and everyone stands by, assuming someone else
will act
What are the four quadrants of Quinn’s model?
a. Financial, customer, internal processes, and learning & growth
b. Human resources, internal processes, open systems, and rational economic
c. Human resources, financial, marketing, and sales
d. Internal, external, stakeholders, and mission
What is the recommended balance between extrinsic and intrinsic rewards?
a. Organizations should stay away from extrinsic rewards entirely to avoid bribery and
unethical behavior
b. Since intrinsic cannot really be controlled, organizations should focus on what
extrinsic rewards will drive behavior
c. Some intrinsic rewards and moderate equitable extrinsic rewards nested in teams
increase communication and commitment
d. Organizations should aim for a 50/50 split to keep rewards in balance
Working to improve the process is moot if which of the following is true?
a. Leaders don’t care enough about the organization
b. Leaders don’t understand how to successfully execute change
c. The set of assumptions that drives the content of change is inaccurate
d. People will likely go back to the old way despite improvement efforts
Which of the following is not true about strategy?
a. It should be decided by focusing exclusively on the environment and its threats and
opportunities
b. Sometimes organizations just drift into a strategy
c. What leaders say their strategy is and what they actually do is often different
d. Strategy leads to the allocation of resources
Which would not necessarily be a characteristic of a powerful department within an
organization?
a. Ability to cope with environmental uncertainty
b. Low sustainability
c. A significant amount of people
d. Centrality
In order to assess culture at it’s deepest level, change agents should ask which question?
a. Are humans basically good, neutral, or evil?
b. How often has the mission changed?
c. Do people really believe the mission?
d. What is the incentive and reward system?
What are the two dimensions that underlie Quinn’s four frames?
a. An internal-external dimension and a control-flexibility dimension
b. An employer-employee dimension and a culture-control dimension
c. An informal-formal dimension and a theoretical-realistic dimension
d. An environmental-core competency dimension and a profit-mission dimension
Which of the following is a good example of a change based on “fit”?
a. A company works to empower employees to increase morale and institutes a more
rigid supervisory structure to manage costs
b. The organization hires brilliant employees to fill gaps in low-level jobs to have the
best employees at every level
c. The organization has traditionally valued a relaxed and informal workplace to foster
creativity, and the HR department enforces a strict dress code policy to increase
professionalism and the organization’s reputation
d. A company moves to an open floor plan and also works to revise formal systems to
include more collaboration and teamwork in decision making
What is the difference between a participative approach and a unilateral approach?
a. A participative approach assumes that employees will have the right ideas on their
own
b. A unilateral approach focuses on behavioral changes
c. A unilateral approach expects crowd sourcing of information
d. A unilateral approach changes system first; a participative approach changes behavior
first
It is very unlikely that change leaders will ever overcommunicate during a change
project.
a. True
b. False
Which of the following may be true about Greiner’s model in practice?
a. It allows for sufficient ambiguity to account for differences in organizations
b. Managers can and should seek a point of complete equilibrium where all aspects of
the organization work in harmony
c. Organizations that develop differently than Greiner’s model can still be successful
d. It allows leaders to develop all necessary perspectives and get rid of all biases and
preferences during the change process
