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Cawsey, Organizational Change, Third Edition
© SAGE Publications, 2016.
Instructor Resource
Chapter 3: Frameworks for Diagnosing Organizations: “What” to Change
in an Organization
Test Bank
1. Differentiating the process from content in organizational change doesn’t matter much
since both are so intertwined.
2. Working to improve the process is moot if which of the following is true?
3. In some cases, changing one thing in an organization, such as the compensation system,
may affect other unintended areas. Why is this?
4. Which of the following does NOT reflect an open systems perspective?
5. Organizations should pay attention to what other companies are doing.
6. What are the four fundamental elements of the Nadler and Tushman Congruence Model?
7. Why is an organization’s history important?
8. Which of the following is NOT true about strategy?
9. Every organization organizes its work generally the same.
10. According to Nadler and Tushman, which of the following is an aspect of the formal
organization?
11. How should a change agent approach dysfunctional norms?
12. Which is true when considering the people in an organization?
13. What best describes an organization’s outputs?
14. Describe the three critical elements of Nadler and Tushman’s model for change agents.
15. Once an organizational diagnosis is made, it is good for approximately two years.
16. Thoroughly understanding that the system is dynamic should have which of the
following impacts on organizations?
17. Which of the following is a good example of a change based on “fit”?
18. An emphasis on internal fit between organizational components usually focuses on
______________, while a focus on external fit with the environment often focuses on ___________.
19. The need for change can always be identified by looking at an organization’s external
environment.
20. Describe a situation you’re familiar with when an organization did not have a good
internal “fit” and the consequences of that shortfall.
21. A tight congruence within an organization should be its number one priority.
22. How does Sterman’s model differ from Nadler and Tushman’s model?
23. What is double loop learning?
24. What are the two dimensions that underlie Quinn’s four frames?
25. What is a major strength of Quinn’s model?
26. What are the four quadrants of Quinn’s model?
27. Large change projects and incremental changes face drastically different challenges.
28. Greiner believes that rapid, discontinuous changes are disruptive and detrimental to
organizations and can be avoided by careful management.
29. Which of the following may be true about Greiner’s model in practice?
30. Which of the following does NOT represent a proposition of Stacey’s Complexity
Theory?
31. Which model in this chapter resonates most strongly with you and why?
