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Cawsey, Deszca, and Ingols: Organizational Change, 3e
END-OF-CHAPTER EXERCISES
TOOLKIT EXERCISE 2.1
Critical Thinking Questions
Consider the questions that follow.
Giving Voice to Values:
Please read the case at the end of the book, “Not an Option” and consider the following
questions:
• Who are the important stakeholders that Ajith needs to work with?
• What are the main arguments that Ajith will need to counter? In other words, what are
the reasons and rationalizations that Ajith should expect to encounter with the different
stakeholders?
• What levers can Ajith pull to increase the chances that Laurent’s drugs will be
registered? In other words, what power and/or influence does Ajith have to get what he
wants?
Gentile talks about the importance of Giving Voice to Values in order to frame and address
ethical issues and change. Meet in small groups and discuss an issue organizations have to deal
with that has conflict of values imbedded in it. Would positive change be advanced if we were to
adopt the methodology recommended by Gentile?
Cawsey, Deszca, and Ingols: Organizational Change, 3e
This chapter explored a number of change models. Pick one of them and discuss their
implications for change leaders.
• How do they help you think about the process of leading change?
• Compare this approach with the Change Path Model. What are their similarities and
differences and how would you work with both models if you were leading change?
Cawsey, Deszca, and Ingols: Organizational Change, 3e
TOOLKIT EXERCISE 2.2
Analyzing a Change Process through The Change Path Model
Part I
Interview a manager at any level who has been involved in change with his/her organization. Ask the
person to describe the change, what s/he was trying to accomplish and what happened. Use the
following questions as guides for the interview.
• How was the desired change identified? What was the reason for the change?
• Describe the gap between the organization’s current performance and the desire future state?
• What was the vision for the change? How was that vision communicated throughout the
organization?
• How were the formal structures, systems, and processes involved in the change?
• How were the recipients of change and other key stakeholders engaged in order to get them on
board with the change?
• What tools and trainings were used as the change was implemented and how did the leadership
make the change stick?
• What challenges surfaced that weren’t accounted for in the original change plan?
Cawsey, Deszca, and Ingols: Organizational Change, 3e
• What were the results of the change process? Did the results reflect the original vision? How was
measurement used to facilitate change at different stages of the process?
Part II
After the interview, describe the process of the change by answering the following questions that are
related to How they managed the process:
• How did the manager work to make things happen?
• Who was involved?
• How did they persuade others?
• What resources did they use?
Also describe What was being changed? Why were these things important? How did these changes
help the organization?
• As you reflect back on the interview, which do you feel was more important to the impact of the
change: how things were changed or what was changed?
