1. Rapidly changing technologies, globalization, and changing markets are some of the envirornnental forces creating a
greater need for change leadership within
organizations.
a.
True
b.
False
2. Leaders who accomplish successful change projects define themselves as people who want to maintain the
status
quo in organizations.
a.
True
b.
False
3. According to the eight-stage model of planned organizational change, leaders communicate the urgency for
change
in a way that provides people with facts and figures about such a
change.
a.
True
b.
False
4. The underlying reason why employees resist change is that it violates the personal compact between workers and
an
organization.
a.
True
b.
False
5. One shortcoming of appreciative inquiry is that it does not engage people from outside an organization, such
as
customers or clients, partners, and other stakeholders, in a change
process.
a.
True
b.
False
6. The destiny stage of appreciative inquiry is about imagining “what could be” and creating a shared vision of the
best
possible future, grounded in the reality of what already exists.
a.
True
b.
False
7. The fmal stage of appreciative inquiry is creating a design by translating the ideas identified in the previous
stages
into concrete action
steps.
a.
True
b.
False
8. Creativity itself is an outcome rather than a process, a destination rather than a
journey.
a.
True
b.
False
9. Brainstorming sessions allow group members to evaluate each other’s ideas during the spontaneous generation
of
ideas so that dumb ideas can be
eliminated.
a.
True
b.
False
10. Lateral thinking appears to solve a problem by an unorthodox or apparently illogical
method.
a.
True
b.
False
11. Idea incubators are people who
passionately
believe in an idea and fight to
overcome
natural resistance
and
convince others of its
value.
a.
True
b.
False
12. Studies show that electronic brainstorming generates fewer ideas than individuals
brainstorming.
a.
True
b.
False
13. One approach to brainstorming is to focus on the internal aspects of a situation or
problem.
a.
True
b.
False
14. To help someone change means first denying emotions associated with endings and losses and trying to talk
people
out of feeling
them.
a.
True
b.
False
15. People’s thinking and behavior can be changed using a positive emotional attractor that focuses on trying to
“fix”
weaknesses or
shortcomings.
a.
True
b.
False
16. Forces driving the need for organizational change leadership
include:
a. nationalization.
b. reduced
regulations.
c. political affiliations.
d. technological
advances.
17. The
management
at GreatBiz Inc. wants to reduce the separation between
management
and the workers. As part of
the change initiative, it eliminates the rule about clocking in at a particular time every day. However, it is met
with
great
resistance from the workers. In this case, which of the following steps should the management
take?
a. The
management
should declare bonuses for workers who agree to accept the change so that other
workers
who are resistant about the change may also be lured to accept it.
b. The management should take legal actions against the workers who oppose the change or who instigate
other
workers to resist the
change.
c. The
management
should find ways to enable the workers to see the value in changes that are needed for
the
organization to
succeed.
d. The management should promise to fulfill all the demands of the workers and empower them to
make
important business
decisions.
18. One of the characteristics of leaders who can accomplish successful change projects is
that:
a. they recognize and learn from their own
mistakes.
b. they engage themselves in philanthropic activities.
c. they maintain the status
quo.
d. they advocate workplace spirituality
programs.
19. According to the eight-stage model of planned organizational change, a change process
includes:
a. creating a stable
envirornnent.
b. focusing on long-term goals rather than short-term
accomplishments.
c.
communicating financial statements to an organization’s
stakeholders.
d. building a strong coalition of people with a shared
commitment.
20. According to the eight-stage model of planned organizational change, .
a. a single leader can implement a major change
alone
b. a leader can communicate the urgency for change by providing people with required facts and
figures
c. short-term accomplishments hold trivial importance while considering a major change
project
d. unless people see positive results of their efforts, motivation can wane during a major change
project
21. At HiTech Corp.,the leaders’ efforts to build a collaborative relationship were met with resistance from union
leaders
until bankruptcy forced them to work together. This example shows that leaders
must:
a. make changes stick
together.
b. communicate the urgency for
change.
c. empower employees to act on the
vision.
d. communicate the vision and
strategy.
22. Appreciative inquiry can be
applied:
a. only to large organizations.
b. either on a large or small
scale.
c. to individual leaders on a small
scale.
d. only to for-profit organizations.
23. Appreciative inquiry engages individuals, teams, or the entire organization in creating change
by:
a. reinforcing positive messages and focusing on learning from
success.
b.
implementing
new systems and procedure to facilitate the
change.
c. focusing on short-term accomplishments that people
recognize.
d. creating a results-oriented and aggressive organizational
culture.
24. In the stage of appreciative inquiry process, people identify “the best of what
exists”-an
organization‘s key
strengths and best
practices.
a.
dream
b.
discovery
c. destiny
d. design
25. During the stage of the appreciative inquiry (AI) process, people are asked to narrate stories that identify
the
best of their experiences with an
organization.
a.
discovery
b.
dream
c. design
d. destiny
26. The dream stage of the appreciative inquiry process
involves:
a. translating the ideas identified in the previous stages into concrete action
steps.
b. formulating action plans for transforming dreams into reality.
c. interviewing people and asking them to tell stories that identify the best of their experiences with
an
organization.
d. creating a shared vision of the best possible future, grounded in the reality of what already
exists.
27. The final stage of appreciative inquiry process is by translating the ideas identified in the previous stages
into
concrete action
steps.
a. creating a
destiny
b. creating a
vision
c. redesigning an organization
d. discovering organizational strengths
28. One of the keys to effective brainstorming
is:
a. evaluating ideas during spontaneous idea
generation.
b. expressing any idea that comes to
mind.
c. generating a set number of
ideas.
d. dividing ideas into smaller units.
29. Lateral thinking:
a. solves a problem by orthodox and logical
methods.
b. stagnates
creativity.
c. is concerned with certainties and “what ought to
be.”
d. moves people “sideways” to try different
perceptions.
30. uses a round-robin format to get people from different areas of an organization talking together,
generating
creative ideas, and identifying areas for potential
collaboration.
a. Speedstorming
b. Brainstorming
c. Idea incubation
d. Idea
championship
31. Employees resist change
because:
a. it violates creative intuition.
b. it violates the relationship between employees and an
organization.
c. it involves a lengthy process which can takes years to
implement.
d. it provides full information about future
events.
32. Electronic brainstorming generates more ideas than regular brainstorming groups
because:
a. people can evaluate ideas of other group
members.
b. the size of the group is generally
large.
c. more talented people can
participate.
d. people participate
anonymously.