END–OF-CHAPTER EXERCISES
TOOLKIT EXERCISE 3.1
Critical Thinking Questions
Presentation by H. Marten on how learning is necessary for organizational change.
• Explain Marten’s key takeaways about how an organization can best learn.
• Discuss any change experience you’ve had and how they compare to Marten’s
description of organizational learning.
• Discuss how you might begin changing an organization to treat failure more like
Obeng describes in the video.
TOOLKIT EXERCISE 3.2
Analyzing Your Organization Using Nadler and Tushman’s Model
Use the congruence model to describe your organization or any organization you are familiar with.
1. Describe the key input factors that influence the organization:
a. The external environment (including political, economic, social, technological and
ecological factors).
b. The organizations history (including its culture) and the resources it has access to.
2. What is the strategy of the organization? Is it in line with the organization’s environmental inputs
and its history (including its culture) and resources?
3. Are the components of the transformation processes well aligned with the input factors and the
strategy? These elements include:
a. The work
e. How do they interact with one another in ways that influence the outputs produced by the
organization?
4. What outputs are being achieved? Are these the desired outputs?
Cawsey, Deszca, and Ingols: Organizational Change, 4e
The Transformation Process
Emergent/Informal Structures
Output
Tasks
Designed
Structures
Input