Which is more effective at driving change: pull or push tactics?
a. Push tactics are more effective because they can utilize reward-and-punishment
power
b. Agents should try to only use pull tactics because they appeal to higher-order purpose
c. Neither push nor pull tactics are more effective than the other
d. Both push and pull tactics are effective in their own way, but pull tactics tend to bring
everything together under a larger vision
Which of the following are the four change roles described in the book?
a. Implementers, initiators, recipients, and facilitators
b. Leaders, followers, resisters, and receivers
c. Initiators, champions, recipients, and facilitators
d. Agents, leaders, facilitators, and planners
Employees will always be either entirely in favor or entirely against any particular
change initiative.
a. True
b. False
Survey feedback allows survey responders to rate the quality of the survey.
a. True
b. False
If the opinions of those trusted by recipients of change are positive and the recipients’
initial attitude toward the change is negative, recipients are likely to respond in which
of the following ways?
a. Tempered support of the change with pressure to reconsider their support
b. Opposed to the change but open to other perspectives
c. Predisposed to involvement
d. Vehemently opposed
What best describes an organization’s outputs?
a. Outputs include products and services, as well as the satisfaction of employees and
customers
b. Outputs are an organization’s carbon footprint and environmental impact
c. Outputs can be evaluated on a purely financial level
d. Outputs only apply to the organization as a whole
Which of the following accurately defines systems thinking?
a. Understanding the rigid processes that enable things to get done within an
organization
b. Focusing on root causes and recognizing interdependencies across the organization’s
boundaries
c. Isolating and solving problems in individual departments
d. Making sure all the systems in the organizations are not silos
Change leaders will be most effective if they have which of the following
characteristics?
a. Distrust of organizational fads
b. See the world in linear terms
c. Low tolerance for ambiguity
d. Pessimism
If an organization is crafting a vision for change, what stage in the Change Path Model
are they likely in?
a. Awakening
b. Acceleration
c. Institutionalization
d. Mobilization
Change always starts from the top down.
a. True
b. False
How does the degree of differentiation change over the life an organization?
a. Differentiation generally remains stable throughout the life of the organization
b. As the number of employees increases, there is greater differentiation
c. As an organization becomes more successful and profitable, there is a greater need to
differentiate tasks
d. As a workforce becomes more embedded and cross-trained, the degree of
differentiation diminishes
What choice best describes the survivor syndrome?
a. A feeling of responsibility and commitment to carry the organization forward
b. Understanding of the reasons for the change and feeling that the change had been
fairly carried out
c. A sense of relief and appreciation that one was kept when others were let go
d. The reaction of poorly handled change, including lower motivation, guilt, and
increased stress
There is one best way to structure an organization.
a. True
b. False
Which of the following is not a strategy for avoiding groupthink?
a. Have the leader play an impartial role
b. Solicit input from informed outsiders and experts
c. Establish a methodical decision-making process
d. Self-censoring and conflict avoidance
What are common characteristics of the time before a change?
a. Uncertainty, rumors, and anxiety
b. Clear understanding of what’s coming and how it will impact employees
c. Widespread excitement and acceptance of the change
d. Shock, depression, and bargaining
Which of the following is NOT a question managers should ask regarding a scenario
they had developed in a scenario-planning exercise?
a. How likely is this to happen?
b. What would need to happen to make this scenario a reality?
c. How much money would it take to eliminate this possibility entirely?
d. What contingencies might arise that need to be addressed?
The early majority is the most apt group to seek change.
a. True
b. False
What do critical path methods require of planners?
a. For planners to only focus on the critical tasks
b. To estimate based on past experience how long the project will take
c. To identify when the project should be completed and plan backward from that point
d. To critically assess the plans of others against the reality of time and resources
The GVV model suggests a three-part model: clarification and articulation of one’s
values, post-decision-making analysis and implementation plan, and the practice of
speaking one’s values and receiving feedback.
a. True
b. False
What are the three stages in Lewin’s model of change?
a. Easy, hard, and harder
b. Stop, drop, and roll
c. Stop, look, and listen
d. Unfreeze, change, and refreeze
If one department in a large organization is being reorganized, this can be considered
what kind of change?
a. Radical from the position of senior leaders
b. Incremental from the position of employees in the department
c. Continuous from the view of the organization
d. Discontinuous from the view of senior leaders
How does Sterman’s model differ from Nadler and Tushman’s model?
a. Nadler and Tushman’s model considers more perspectives of the organization
b. Nadler and Tushman focus on alignment; Sterman focuses on the consideration of a
wide variety of variables at play
c. Nadler and Tushman’s model considers dynamic forces; Sterman’s model encourages
linear thinking
d. Nadler and Tushman’s model relies on fit to drive decision making; Sterman’s model
stresses causal thinking
Recipients of change are usually passive participants.
a. True
b. False
Which of the following characteristics is not essential for a change leader?
a. Communication and interpersonal skills
b. Determination
c. Flexibility
d. Rigidity
Which of the following is a challenge of leverage analysis?
a. It does little to move people on the adoption continuum
b. Building sufficient support to bridge the gap between early adopters and the early
majority
c. It can only be done with an outsider’s objective view of the organization
d. Any employee’s support can be used to leverage support, so it is often difficult to
choose who to focus on
In Duck’s stages, preparation requires all organizational leaders to be aligned so the
change plan will succeed.
a. True
b. False
What are common reactions during the change?
a. Curiosity and engagement
b. Discussion, teamwork, and interest
c. Immobilization, denial, and sense of loss
d. Confusion and resignation
The formality of an organization is defined by the extent to which structures and
processes of the organization are written down and expected to be followed.
a. True
b. False
What are the two distinct aspects of organizational change that must be addressed?
a. Why and where
b. Why and what
c. How and what
d. How and why
Leaders should not attempt to track all external data.
a. True
b. False
It is not always easy for leaders to articulate why an organization should change.
a. True
b. False
Which of the following stages from a variety of the models described in this chapter
align?
a. Preparation, consolidating gains to create more change, and acceleration
b. Mobilization, awakening, determination, and implementation
c. Institutionalization, fruition, and refreeze
d. Change, stagnation, and focus on process
Change teams may include all of the following people except:
a. Outside consultants
b. People who are completely committed to the change
c. People who are open-minded and flexible
d. A brand-new employee who has fresh eyes on the organization