Deszca, Organizational Change 4e
SAGE Publishing, 2020
Test Bank
CHAPTER 2: HOW TO LEAD ORGANIZATIONAL CHANGE: FRAMEWORKS
Multiple Choice
1. 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
2. What is an example of a managerial decision on how to change?
a. choosing between addressing an issue of employee satisfaction and bottom-line
profit
b. reviewing customer complaints and deciding the core issue that needs to be
addressed
c. trying to increase sales using the same historical strategy
d. addressing an issue of operational efficiency by either implementing more employees
training or reevaluating systems at customer touch points
3. What is the “failure of success?”
a. continuing to use practices that worked successfully in the past that are no longer
effective
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
Deszca, Organizational Change 4e
SAGE Publishing, 2020
4. 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
5. What contributes to the flattening of Handy’s sigmoid curve?
a. change apathy
b. competition and increased market saturation
c. a new initiative that shifts resources
d. decline in work needed since most of the change is done
6. Why is it so hard to start the change process at the right time?
a. There is no way to know when the right time is.
b. People are spooked by a crisis and don’t want to change at that time.
c. No one wants to incur costs or invest in change when everything is going well.
d. People never like to begin a change initiative in the summer.
7. Organizational change most often requires changing at what three levels?
a. strategy, operations, and human resources
b. simple, joint, and complex
c. individual, unit, and organization
d. beginning, middle, and end
Deszca, Organizational Change 4e
SAGE Publishing, 2020
8. What are the three stages in Lewin’s model of change?
a. easy, hard, and hardest
b. break, build, and fortify
c. stop, look, and listen
d. unfreeze, change, and refreeze
9. Unfreezing involves which of the following things?
a. deciding on the change initiative
b. ensuring the change sticks long-term
c. not being so cold-hearted to customers
d. shifting perceptions so employees question the status quo
10. During Lewin’s stage of change, which of the following is true?
a. Change rollout includes input from employees.
b. There is a straightforward plan that is clearly communicated.
c. New systems and staff may be added.
d. Timing of the implementation is linear and logical.
11. Lewin’s stage of refreezing is best described by which of the following?
a. a stage where no further changes happen in the organization
b. a stage after a change project has failed where things go back to the way they were
c. a stage where anyone who doesn’t agree with the change is pushed out
d. a stage when new patterns and routines are formed around the change
12. What are some concerns or shortfalls in Lewin’s model?
a. The model is too complicated to be practically operationalized.
Deszca, Organizational Change 4e
SAGE Publishing, 2020
b. The model lacks sufficient focus on a vision and need for change.
c. The model views change as ever present making it difficult to enact a single change
initiative.
d. The model ends with too much ambiguity of the final state instead of a new normal
set in stone.
13. What is the first step in Kotter’s model of change?
a. Establish a sense of urgency.
b. Develop a vision and strategy.
c. Identify the need for change.
d. Create a guiding coalition.
14. Generating short-term wins is important for what reason?
a. to capture the hearts and minds of employees
b. to give people an overarching dream of an inspiring future
c. to continue pressing forward so that change seeps into the deepest parts of the
organization
d. to keep employees engaged when change may take a long time
15. Gentile’s Giving Voice to Values is meant to strengthen business students’ skills in
what type of situation?
a. when negotiating for salary
b. when instigating a change project
c. when in a situation that runs counter to their principles
d. when onboarding new employees
Deszca, Organizational Change 4e
SAGE Publishing, 2020
16. What are Duck’s Five Stages of Change?
a. preparation, implementation, vacillation, flagellation, completion
b. stagnation, preparation, implementation, determination, fruition
c. configuration, centralization, fertilization, perspiration, preservation
d. anticipation, stimulation, application, determination, acclimatization
17. Implementation is best described by which of the following?
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
18. What is Beckhard and Harris’s gap analysis?
a. the disconnect between the change plan and what is actually implemented
b. the amount of resistance from the employees about the change
c. the gap in understanding about the change situation and its stakeholders
d. the contrast between the organization’s current reality and the desired future state
19. What is the purpose of the Awakening stage in the Change Path Model?
a. to ensure that organizations are using the newest management and operational
theories and practices
b. to make sure that employees are staying focused and engaged in their work
c. to scan the environment so that the organization is agile and adaptable
d. to make sure that employees are collaborating with other areas and that they
understand the larger picture of the organization
Deszca, Organizational Change 4e
SAGE Publishing, 2020
20. What is a key tool used heavily in the institutionalization stage?
a. measurement
b. urgency
c. compelling vision
d. gap analysis
21. A gap analysis is used in which of the following ways?
a. to frame the vision and paint a picture of the desired state
b. to reprimand employees for their poor performance
c. to choose the single action plan for the change
d. to syphon out culture, relationships, and other things that are not related to change
initiatives
22. Which of the following terms describe the final stage in the change process from the
various models described in this chapter?
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
23. 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
Deszca, Organizational Change 4e
SAGE Publishing, 2020
Difficulty Level: Easy
24. According to Beckhard and Harris, which of the following situations reflects the
process of managing the transition?
a. trying to embed the change into normal operations moving forward
b. transitioning the organization from stagnation to awakening
c. utilizing various project management tools to manage the larger shifts in the
organization
d. trying to get employees on board with the change
25. Beckhard and Harris’s model focuses heavily on which of the following?
a. process
b. result
c. emotions
d. culture
26. In Duck’s model, what is critical in the preparation stage so the change plan will
succeed?
a. staff awakening to the fact that they need to live their lives differently
b. alignment of organizational leaders
c. changing people’s habits
d. resisting stagnation
27. The GVV model must begin with what steps?
a. a modified stakeholder evaluation that examines how to influence key people
b. making implicit principles explicit
c. pre-scripting to practice speaking one’s values
d. receiving feedback
Deszca, Organizational Change 4e
SAGE Publishing, 2020
28. Which of the following individual behavior makes it so difficult to accomplish
organizational change?
a. People don’t like to listen to leaders.
b. People are predictable; they are settled into their patterns and routines.
c. Most people are not early adapters.
d. People require financial incentives to change their ways.
29. Which of the models introduced in this chapter focus on the emotional issues
associated with organizational change?
a. Duck
b. Beckhard and Harris
c. Lewin
d. Deszca-Ingols
30. What situation is most likely to cause an “unfreezing” of an organization?
a. the implementation of a new marketing strategy
b. new laws regarding pay and equity
c. changes to trade regulations affecting taxes on a company’s products
d. an inspiring new local official being elected to office
31. An organization that lacks a widely understood purpose for the change is likely in
what stage of Kotter’s model?
a. Empower employees.
b. Communicate.
c. Create a guiding coalition.
d. Consolidate gains and produce more change.
Deszca, Organizational Change 4e
SAGE Publishing, 2020
32. What is the key attribute in this chapter that makes organizations competitive?
a. profitability
b. efficiency
c. agility
d. talent
33. What attribute is true of all models presented in this chapter?
a. prescriptive
b. system-level
c. granular
d. process focus
True/False
1. 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.
2. According to Duck’s model, determination describes the emotional state of leaders
when they first identify the need for change.
3. The Change Path Model provides thorough instructions for enacting change that
should be followed closely to ensure success.
Deszca, Organizational Change 4e
SAGE Publishing, 2020
4. It is not always easy for leaders to articulate why an organization should change.
Short Answer
1. Give an example of an organization that scanned its environment and changed to
match shifts in the environment.
2. Describe Lewin’s stage of unfreezing.
3. Provide an example of a situation where someone practices giving voice to values.
Deszca, Organizational Change 4e
SAGE Publishing, 2020
4. Please describe some of the significant pieces of the mobilization stage.
5. Provide an example of an ethically dubious situation in the news right now and what
values or principles you feel are at risk.