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33. One approach to immersion is
to:
a. think outside the
box.
b. focus on the internal aspects of a situation or
problem.
c. hold a single perspective toward a product or
process.
d. prohibit unusual manipulation of product or process
components.
34. Idea
champions:
a. are the facilitators of brainstorming sessions held in
organizations.
b. provide a safe harbor where ideas from people throughout an organization can be
developed.
c. use electronic
brainstorming.
d. fight to overcome natural resistance and convince others of the value of an
idea.
35. Personal
compacts:
a. are the reciprocal obligations and commitments that defme the relationship between organizations and
their
customers.
b. represent the second stage of
creativity.
c. incorporate elements such as mutual trust and dependence, as well as shared
values.
d. occur during a mental pause, a period of mixed tension and
relaxation.
36. A safe harbor where ideas from employees can be developed without interference from company bureaucracy
or
politics is called
an:
a. idea champion.
b. idea
incubator.
c. open
culture.
d. change
agent.
37. is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of
an
organization.
a. Investigation
b. Analysis
c. Experimentation
d. Creativity
38. As part of the brainstorming process, freewheeling
involves:
a. evaluating ideas of group members freely during spontaneous idea
generation.
b. expressing any idea that comes to mind, no matter how weird or
fanciful.
c. providing freedom to generate as many ideas as
possible.
d. bringing people together in an interactive group over a computer
network.
39. is a set of systematic techniques for changing mental concepts and perceptions and generating new
ones.
a.
Lateral
thinking
b. Idea incubation
c. Brainstorming
d. Idea
championship
40. Crescent Corp., a company manufacturing electronic appliances, sends teams of six people to live together for
eight
weeks and use the company's products for household chores such as cooking, washing, laundry, and cleaning. This
enables the team members to test their products in realistic settings and generate ideas on how to improve
them.
Thi
s
is an example
of:
a. downsizing.
b. appreciative inquiry.
c. brainstorming.
d. referent
power.
41. Organizations that want to encourage change and
innovation:
a. communicate a sense of urgency to
employees.
b. avoid the use
oflateral thinking.
c. introduce workplace spirituality programs.
d. strive to hire people who display creative
characteristics.
42. To build a culture that encourages , leaders encourage the creative spirit of all employees by
promoting
cultural values of curiosity, operrness, exploration, and informed risk-taking.
a.
organizationaljustice
b. appreciative inquiry
c. technological innovation
d. corporate
entrepreneurship
43. A(n) is something that awakens an
individual's
hopes and dreams about the future, about possibilities of
what
could be, rather than focusing on trying to "fix" weaknesses or
shortcomings.
a. intuitive thinking process
b. personal
compact
c. after-action
review
d. positive emotional
attractor
44. The manager at Seasons Hotel wanted to change the incentive system to offer bonuses tied to the hotel's
fmancial
performance, but the employees refused to comply. This example shows that the
manager:
a. violated employees' personal
compact.
b. used ethical
leadership.
c. applied the appreciative inquiry
approach.
d. used expert power to implement
changes.
45. Changing people's thinking and behavior is possible
by:
a. establishing organizational hierarchies.
b. furnishing people with necessary facts and fignres about a change
project.
c. focusing on trying to fix people's weaknesses and
shortcomings.
d. helping people establish new, emotional relationships that provide hope.
46. is a technique for leading change that engages individuals, teams, or an entire organization by
reinforcing
positive messages and focusing on learning from
success.
47. During the stage of appreciative inquiry, the unique qualities of a group that have contributed to
an
organization's success are
identified.
48. The 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.
49. During the stage of appreciative inquiry, action plans for transforming dreams into reality are
formulated.
50. are people who passionately believe in a new idea and fight to overcome natural resistance and
convince
others of its
value.
51. is a technique to encourage creativity that uses a face-to-face interactive group to
spontaneously
suggest a
broad range of creative ideas to solve a
problem.
52. is a set of systematic techniques for breaking away from customary mental concepts and generating
new
ones.
53.
means to go deeply into a single area or topic to spark personal creativity, which has been called
thinking
"inside the
box."
54. are the reciprocal obligations and commitments that define the relationship between employees
and
organizations.
55. are quick sessions during which leaders evaluate the outcome of change activities to see what worked,
what
didn't, and what can be learned from it.
56. Describe the seven key characteristics
ofleaders
who can accomplish successful change
projects.
57. According to the eight-stage model of planned organizational change, why is it important for leaders to have the
right
people on
board?
58. According to the eight-stage model of planned organizational change, why is it important for leaders to achieve
and
celebrate quick
wins?
59. Explain the destiny stage of appreciative
inquiry.
60. Discuss electronic
brainstorming.
61. How can leaders foster a creative culture in
organizations?
62. Explain the importance of allowing pauses for promoting creativity.
63. Discuss the five key elements that can be incorporated to change people's thinking and behavior in
organizations.
