45) What are the various organizational sources of resistance to change?
46) Describe the various ways of overcoming resistance to change.
47) Describe the organizational factors that create stress and discuss how they compare to the
factors of resistance to change. How are they similar and different? Are the methods for
managing change useful for managing stress caused by organizational factors?
48) Who developed a three-step model for change that included unfreezing, movement, and
refreezing?
A) John Kotter
B) David McClelland
C) Douglas Surber
D) Lawrence Summers
E) Kurt Lewin
49) Which of the following is one of the three steps in the Lewin’s three-step change model?
A) analysis
B) movement
C) evaluation
D) dreaming
E) designing
50) ________ is one way to achieve unfreezing of an organization’s status quo.
A) Increasing the driving forces directing behavior away from the status quo
B) Incorporating a structural inertia in the structure of the organization
C) Increasing employee investment in the status quo
D) Decreasing management’s investment in change
E) Increasing the rigidity of the organizational hierarchy
51) Who built on Lewin’s three-step model to create a more detailed eight-step plan for
implementing change?
A) John Kotter
B) David McClelland
C) Douglas Surber
D) Lawrence Summers
E) Henry Mintzberg
52) Which of the following is the first step in Kotter’s eight-step plan for implementing change?
A) Create a new vision to direct the change and strategies for achieving the vision.
B) Establish a sense of urgency by creating a compelling reason for why change is needed.
C) Plan for, create, and reward short-term “wins” that move the organization toward the new
vision.
D) Form a coalition with enough power to lead the change.
E) Communicate the vision throughout the organization.
53) Which of the following is the last step in Kotter’s eight-step plan for implementing change?
A) Form a coalition with enough power to lead the change.
B) Establish a sense of urgency by creating a compelling reason for why change is needed.
C) Communicate the vision throughout the organization.
D) Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
E) Consolidate improvements, reassess changes, and make necessary adjustments in the new
programs.
54) John Kotter built on Lewin’s three-step model to create a more detailed approach for
implementing change. Which of the following steps in Kotter’s eight-step plan for implementing
change represents the unfreezing stage in Lewin’s three-step model?
A) Plan for, create, and reward short-term “wins” that move the organization toward the new
vision.
B) Consolidate improvements, reassess changes, and make necessary adjustments in the new
programs.
C) Create a new vision to direct the change and strategies for achieving the vision.
D) Empower others to act on the vision by removing barriers to change and encouraging risk
taking and creative problem solving.
E) Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
55) Which of the following steps in Kotter’s eight-step plan for implementing change represents
the movement stage in Lewin’s three-step model?
A) Establish a sense of urgency by creating a compelling reason for why change is needed.
B) Plan for, create, and reward short-term “wins” that propel the organization toward the new
vision.
C) Form a coalition with enough power to lead the change.
D) Create a new vision to direct the change and strategies for achieving the vision.
E) Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
56) Which of the following steps in Kotter’s eight-step plan for implementing change represents
the refreezing stage in Lewin’s three-step model?
A) Plan for, create, and reward short-term “wins” that move the organization toward the new
vision.
B) Consolidate improvements, reassess changes, and make necessary adjustments in the new
programs.
C) Create a new vision to direct the change and strategies for achieving the vision.
D) Empower others to act on the vision by removing barriers to change and encouraging risk
taking and creative problem solving.
E) Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
57) ________ is a change process based on systematic collection of data and selection of a
change action based on what the analyzed data indicate.
A) Organizational development
B) Action research
C) Planned change
D) Process consultation
E) Organizational restructuring
58) The step in the action research process where information is gathered about problems,
concerns, and needed changes is known as the ________ stage.
A) feedback
B) evaluation
C) diagnosis
D) action
E) prognosis
59) ________ is a collection of change methods that seek to improve organizational
effectiveness and employee well-being.
A) Organizational development
B) Organizational polarization
C) Operant conditioning
D) Organizational restructuring
E) Action research
60) The deemphasizing of hierarchical authority and control in organizational development is
referred to as ________.
A) horizontal integration
B) power equalization
C) trust and support
D) respect for people
E) vertical blending
61) ________ is a method of changing behavior through unstructured group interaction.
A) Action research
B) Planned modification
C) Process consultation
D) Sensitivity training
E) Psychoanalysis
62) Which of the following is an organizational development technique that involves an outsider
assisting a manager to identify what to improve and how?
A) action research
B) intergroup development
C) appreciative inquiry
D) process consultation
E) social reinforcement
63) Rather than looking for problems, ________ seeks to identify the unique qualities and
special strengths of an organization, which can then be built upon to improve performance.
A) appreciative inquiry
B) action research
C) team building
D) process consultation
E) social reinforcement
64) Which of the following is a step in the appreciative inquiry process?
A) analysis
B) dreaming
C) inferring
D) classifying
E) collaboration
65) Appreciative inquiry (AI) is an organizational development technique. Which of the
following statements is true regarding appreciative inquiry?
A) It tries to identify discrepancies among member perceptions and solve these differences.
B) It uses high-interaction group activities to increase trust and openness among team members,
improve coordinative efforts, and increase team performance.
C) It involves an outside consultant who helps the manager to analyze processes within his or her
unit and identify what to improve and how.
D) It consists of four steps including discovery, dreaming, design, and destiny.
E) It seeks to change groups’ attitudes, stereotypes, and perceptions about each other.
66) Which of the following steps of the appreciative inquiry attempts to identify what people
think are the organization’s strengths?
A) dreaming
B) destiny
C) collaboration
D) inferring
E) discovery
67) During the dreaming step of appreciative inquiry, participants ________.
A) identify the organization’s strengths
B) use information from the discovery phase to speculate on possible futures
C) find a common vision of how the organization will look in the future
D) write action plans and develop implementation strategies
E) recount times they felt the organization worked best
68) During the design step of appreciative inquiry, participants ________.
A) find a common vision of how the organization will look in the future
B) use information from the discovery phase to speculate on possible futures
C) identify the organization’s strengths
D) recount times they felt the organization worked best
E) write action plans and develop implementation strategies
69) Appreciative inquiry refers to a change process based on the systematic collection of data
and selection of a change action based on what the analyzed data indicates.
70) Organizational development (OD) is a collection of change methods that try to improve
organizational effectiveness and employee well-being.
71) Sensitivity training emphasizes changing behavior through structured group interaction.
72) In the case of process consultation, the consultants do not solve the organization’s problems
but rather guide or coach the client to solve his or her own problems after jointly diagnosing
what needs improvement.
73) Intergroup development seeks to change groups’ attitudes, stereotypes, and perceptions that
groups have of each other.
74) Appreciative inquiry involves identifying and fixing problems.
75) Describe Lewin’s three-step model used for managing change.
76) List the eight steps in Kotter’s eight-step plan for implementing change.
77) What is organizational development? What are the various values on which the
organizational development techniques are based?
78) What are the various organizational development techniques?
79) Describe the process of appreciative inquiry (AI).
80) Compare and contrast the AI strategy for managing change and the double-loop learning
organization focused on creating change. How are they similar and different?