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The need for change is always clear and dramatic.
As uncertainty ____________, the amount of information that needs to be processed
between decision makers _______________.
a. Decreases, increases
b. Increases, decreases
c. Increases, increases
d. Increases, stays the same
During Lewin’s stage of change, the organization is undergoing significant uncertainty
and ambiguity.
a. True
b. False
Which of following is not a trend that change leaders need to be aware of?
a. An increase in virtual communication and leadership
b. Simpler, more formulaic challenges
c. The importance of authenticity
d. Leading for long-term survival
When things are complex and ambiguous, the richness of the communications channel
needs to increase.
a. True
b. False
Carefully laid-out plans should be taken seriously and adhered to despite any dissention
that may arise.
a. True
b. False
Organizational change is the planned alteration of organizational components to
improve the ________________ of organizations.
a. Effectiveness
b. Profitability
c. Efficiency
d. Culture
What is a major strength of Quinn’s model?
a. It has four quadrants, which makes it easy to remember
b. It views the organization from a single perspective, which makes analysis more
straightforward
c. Everything the organization needs can be mastered and orchestrated by one skilled
change agent
d. It links organizational and individual levels of analysis, giving direction to the
organization as a whole but also what is required for each role
What is the main benefit of an internal change agent?
a. They have defining relationships with people within the organization that make them
objective
b. They have the highest level of specialized skills for the job
c. They tend to have plenty of power to affect the change
d. They have knowledge of the systems and norms of how things get done
Discontinuous change involves a major break from the change.
a. True
b. False
What is the role of information systems?
a. To develop needed information and get it to the right people
b. To make sure all employees understand what’s going on in the organization
c. To keep employees accountable for mistakes they may be making
d. To develop annual reports for shareholders
A vision can be used to strengthen or transform existing cultures.
a. True
b. False
At the end of a change project, measures shift in what way?
a. Measures become more important
b. Measures are communicated more heavily
c. Measures are used to determine impact rather than be diagnostic in nature
d. Measures get more complex and increase in number as the project moves toward its
end
Which are characteristics commonly found in change facilitators?
a. Stubborn, persistent, and independent
b. Self-aware, emotionally mature, and high interpersonal skills
c. Power hungry, politically motivated, and strong public speaker
d. Nice, in a position of power, and persuasive
What is the purpose of the Awakening stage of the Change Path Model?
a. To ensure organizations are using the newest management and operational theories
and practices
b. To make sure employees are staying focused and engaged in their work
c. To scan the environment so the organization is agile and adaptable
d. To make sure employees are collaborating with other areas and that they understand
the larger picture of the organization
Organizations are exclusively a human phenomenon.
a. True
b. False
Organizational culture has a standard definition that is widely understood.
a. True
b. False
There is an optimal risk score that fits all organizations.
a. True
b. False
Change agents should approach change with which of the following attitudes?
a. Work to acquire necessary authority before attempting change
b. Continue with a change project only when management’s approval has been obtained
c. Understanding the concrete lines of systems boundaries
d. Test the limits of their empowerment
What does homeostasis mean?
a. A tendency toward change
b. A tendency toward equilibrium
c. A tendency toward complexity
d. A tendency toward laziness
Which of the following is not an example of formal systems?
a. Strategic planning, accounting and control systems
b. Pay and reward practices
c. Performance management
d. Organizational culture
Implementation is best described by which of the following choices?
a. The phase when the change vision is announced and operational planning begins
b. The phase when people realize that they have to work to sustain changes and energy
wanes
c. The phase when things change and people are required to change their work habits
d. The phase when the change has been adopted and embedded in the organization
Which of the follow is not one of Kotter’s eight steps?
a. Establishing a sense of urgency
b. Forming a change team
c. Planning for short-term wins
d. Collecting the organization’s thoughts on the need and content of change
Which of the following is a least constructive coping mechanism to change?
a. Proselytization
b. Interrogation
c. Complaints
d. Sabotage
Which of the following is not one of the four themes of bad leadership developed by
Malcom Higgs?
a. Abuse of power
b. Rule breaking to serve the individual’s own purposes
c. Inflicting damage on others
d. Being so inadaptable that the leader refuses to change course if the plan is failing
What kinds of organizations tend to be the most open to change?
a. Organizations where senior leadership has a significant number of initiatives and
priorities
b. Organizations with a strong culture where everyone tends to agree
c. Organizations where employees are extremely loyal and defensive of their particular
specialty
d. Organizations that are flexible and have information readily accessible by staff
Which of the following statements is most accurate for why people undertake or accept
change initiatives?
a. People undertake change for the money
b. People undertake change when they believe that the benefits outweigh the costs
c. People undertake change when they are completely confident they are prepared and it
is the right step for the organization
d. People undertake change to build their resumes and experience
Which of the following does not represent a proposition of Stacey’s Complexity
Theory?
a. Organizations operate in a linear fashion, communicating information in a predictable
way
b. If an organization becomes too stable it will be unable to change as needed
c. People within an organization can’t control the long-term future
d. Organizations are constantly drawn to stability and instability at the same time
Internal data that change leaders should consider include all of the following except:
a. Customer retention and satisfaction
b. Profitability
c. Whether or not employees pick up litter around the office
d. Strategic intentions of competitors
A project manager is responsible for which of the following things in a change project:
a. Being the immovable visionary force
b. Advising the team on direction
c. Coordinating logistics and tracking progress
d. Dealing with stakeholders
According to the book, past experiences may cause employees to react to change in
what ways?
a. With blind acceptance
b. With urgency
c. With compliance
d. With cynicism
Why do we need organizations?
Describe Lewin’s stage of unfreezing.
What is the purpose of using the DICE model?
What will most likely hinder a measurement system from being accepted?
b. The follow-up is too arduous
c. There are too many measurements
Describe a situation you’re familiar with when an organization did not have a good
internal “fit” and the consequences of that shortfall.
How can organizations encourage employees to be more open to change?
What are reasons that a negative reaction to change may develop?
Which model in this chapter resonates most strongly with you and why?
Describe the role of a steering team.
Describe the three critical elements of Nadler and Tushman’s model for change agents.
Describe the expectations of managers during periods of change.
What, if any, are the dangers of an organization with low risk?
What does “working the plan” entail?
Describe the four phases of a communication plan.
In what kinds of industries would an organic organization work best?
How should leaders respond to acceptance of change in their organizations?
