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Cawsey, Organizational Change, Third Edition
© SAGE Publications, 2016.
Instructor Resource
Chapter 2: Frameworks for Leading the Process of Organizational
Change: “How” to Lead Organizational Change
Test Bank
1. Give an example of an organization that scanned its environment and changed to match
shifts in the environment.
2. What are the two distinct aspects of organizational change that must be addressed?
3. What is an example of a managerial decision on how to change?
4. What is the “failure of success?”
5. What does Handy’s sigmoid curve outline?
6. Organizational change most often requires changing at what three levels?
7. What are the three stages in Lewin’s model of change?
8. Describe Lewin’s stage of unfreezing.
9. Unfreezing must happen only at the leadership level to begin a change project.
10. During Lewin’s stage of change, the organization is undergoing significant uncertainty
and ambiguity.
11. Lewin’s stage of refreezing is best described by which of the following options?
12. Kotter’s model of change asserts that every change is different and that change can be
implemented through a variety of different paths or steps in varying order.
13. What is the first step in Kotter’s model of change?
14. Generating short-term wins is important for what reason?
15. Gentile’s Giving Voice to Values is meant to strengthen business students’ skills in what
type of situation?
16. Provide an example of a situation where someone practices giving voice to values.
17. What are Duck’s Five Stages of Change?
18. Implementation is best described by which of the following choices?
19. According to Duck’s model, determination describes the emotional state of leaders
when they first identify the need for change.
20. What is Beckhard and Harris’s gap analysis?
21. What is the purpose of the Awakening stage of the Change Path Model?
22. Please describe some of the significant pieces of the Mobilization stage.
23. The Change Path Model provides thorough instructions for enacting change that should
be followed closely to ensure success.
24. What is a key tool used heavily in the Institutionalization stage?
25. It is not always easy for leaders to articulate why an organization should change.
26. Once a gap analysis is performed, it is fairly straightforward to decide how the
organization can reach the desired future state.
27. Which of the following stages from a variety of the models described in this chapter
align?
28. If an organization is crafting a vision for change, what stage in the Change Path Model
are they likely in?
29. According to Beckhard and Harris, which of the following situations reflects the process
of managing the transition?
30. Beckhard and Harris’s model focuses heavily on the process of change.
31. In Duck’s stages, preparation requires all organizational leaders to be aligned so the
change plan will succeed.
32. 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.
