Question 1

How can an OD practitioner help an organization become self designing?

Accepted Answer

An OD practitioner can help an organization become self-designing by facilitating a process of organizational development that empowers employees to take ownership of their work and the organization's direction. This can be achieved through various interventions such as team building, leadership development, and change management.

First, the OD practitioner can work with the organization to create a culture of open communication and collaboration, where employees are encouraged to share their ideas and take initiative in problem-solving. This can be done through workshops, training sessions, and coaching to help employees develop the skills and confidence to contribute to the organization's design and decision-making processes.

Additionally, the OD practitioner can help the organization develop a leadership structure that supports self-designing by promoting distributed leadership and decision-making. This may involve coaching leaders to delegate authority and empower their teams, as well as creating systems for transparent decision-making and accountability.

Furthermore, the OD practitioner can support the organization in developing flexible and adaptive systems and processes that allow for experimentation and learning. This may involve redesigning workflows, implementing agile project management methodologies, and creating feedback loops to continuously improve and adapt the organization's design.

Overall, the OD practitioner plays a crucial role in guiding the organization towards self-designing by fostering a culture of empowerment, developing leadership capabilities, and creating adaptable systems and processes. Through these efforts, the organization can become more agile, innovative, and responsive to change, ultimately leading to greater success and sustainability.

Question 2

Knowledge management interventions usually begin by .

Accepted Answer

A)  identifying the types of knowledge that create the most value for the organization 
B)  bringing together members and experts to generate new knowledge 
C)  putting knowledge into forms that the organization can use readily 
D)  developing ways for organization members to gain access to necessary knowledge 
A)  identifying the types of knowledge that create the most value for the organization 
B)  bringing together members and experts to generate new knowledge 
C)  putting knowledge into forms that the organization can use readily 
D)  developing ways for organization members to gain access to necessary knowledge A

Question 3

Laying the foundation for self-designing organizations requires

Accepted Answer

A)  diagnosis, knowledge, and valuing 
B)  diagnosis, change, and evaluation 
C)  design, assessment, and implementation 
D)  design, change, and evaluation 
A)  diagnosis, knowledge, and valuing 
B)  diagnosis, change, and evaluation 
C)  design, assessment, and implementation 
D)  design, change, and evaluation A

Question 4

Self-designing organizations focus on

Accepted Answer

A)  strategy 
B)  structure 
C)  technology 
D)  all of the above 
A)  strategy 
B)  structure 
C)  technology 
D)  all of the above

Question 5

Organization learning (OL) interventions are typically associated with

Accepted Answer

A)  management and leadership teams 
B)  information systems and technology departments 
C)  human resources and social processes 
D)  none of the above 
A)  management and leadership teams 
B)  information systems and technology departments 
C)  human resources and social processes 
D)  none of the above

Question 6

Explain the four interrelated activities involved in organization learning processes.

Accepted Answer

The four interrelated activities involve

Question 7

Organization learning is similar to individual learning.

Accepted Answer

A) True 
 B)False

Question 8

Which intervention combines OD's traditional human process focus on relationships with an emphasis on strategy and organization design?

Accepted Answer

A)  integrated strategic change 
B)  dynamic strategy making 
C)  action research 
D)  intervention management 
A)  integrated strategic change 
B)  dynamic strategy making 
C)  action research 
D)  intervention management

Question 9

Codification and personalization are techniques used on organization learning interventions.

Accepted Answer

A) True 
 B)False

Question 10

Self designing organizations are well suited for stable, predictable markets and environments.

Accepted Answer

A) True 
 B)False

Question 11

Organizations can apply the OL processes to all of the following types of learning except .

Accepted Answer

A)  single-loop learning 
B)  double-loop learning 
C)  deutero learning 
D)  turbo learning 
A)  single-loop learning 
B)  double-loop learning 
C)  deutero learning 
D)  turbo learning

Question 12

Compare and contrast the organization learning interventions with knowledge management interventions. Discuss the benefits of each.

Accepted Answer

Organization learning interventions and

Question 13

An effective strategic change process should focus on .

Accepted Answer

A)  flexibility over rigidity 
B)  complexity over simplicity 
C)  fragmentation over unity 
D)  patience over speed 
A)  flexibility over rigidity 
B)  complexity over simplicity 
C)  fragmentation over unity 
D)  patience over speed

Question 14

The most prevalent form of learning in organizations is single-loop learning which is focused on improving the status quo.

Accepted Answer

A) True 
 B)False

Question 15

Organization learning is an iterative process of

Accepted Answer

A)  understanding, integration, and application 
B)  discovery, innovation, application, and generalization 
C)  curiosity, understanding, production, and generalization 
D)  discovery, invention, production, and generalization 
A)  understanding, integration, and application 
B)  discovery, innovation, application, and generalization 
C)  curiosity, understanding, production, and generalization 
D)  discovery, invention, production, and generalization

Question 16

Built-to-change interventions are characterized by selecting and developing leaders and members, who are quick learners, take initiative and thrive on change.

Accepted Answer

A) True 
 B)False

Question 17

The learning organization is not characterized by _____________.

Accepted Answer

A)  culture that supports openness, creativity among members 
B)  acquisition and sharing of new skills and knowledge among members 
C)  structures that emphasize individual unit performance 
D)  leaders that exhibit openness and risk taking required for learning 
A)  culture that supports openness, creativity among members 
B)  acquisition and sharing of new skills and knowledge among members 
C)  structures that emphasize individual unit performance 
D)  leaders that exhibit openness and risk taking required for learning

Question 18

Organization learning is an active process based on interpretive models of change where members interact and learn from their actions.

Accepted Answer

A) True 
 B)False

Question 19

Knowledge management is more concerned with developing organizational capabilities while organization learning is more concerned with technical issues, such as how to store organization experience.

Accepted Answer

A) True 
 B)False

Question 20

Built-to-change interventions are best suited for organizations that are .

Accepted Answer

A)  experiencing a change in ownership 
B)  facing a rapidly changing environment 
C)  performing poorly compared to last year's profits 
D)  operate in a stable market 
A)  experiencing a change in ownership 
B)  facing a rapidly changing environment 
C)  performing poorly compared to last year's profits 
D)  operate in a stable market

Exam 19: Continuous Change

How can an OD practitioner help an organization become self designing?

Knowledge management interventions usually begin by .

Laying the foundation for self-designing organizations requires

Self-designing organizations focus on

Organization learning (OL) interventions are typically associated with

Explain the four interrelated activities involved in organization learning processes.

Organization learning is similar to individual learning.

Which intervention combines OD's traditional human process focus on relationships with an emphasis on strategy and organization design?

Codification and personalization are techniques used on organization learning interventions.

Self designing organizations are well suited for stable, predictable markets and environments.

Organizations can apply the OL processes to all of the following types of learning except .

Compare and contrast the organization learning interventions with knowledge management interventions. Discuss the benefits of each.

An effective strategic change process should focus on .

The most prevalent form of learning in organizations is single-loop learning which is focused on improving the status quo.

Organization learning is an iterative process of

Built-to-change interventions are characterized by selecting and developing leaders and members, who are quick learners, take initiative and thrive on change.

The learning organization is not characterized by _____________.

Organization learning is an active process based on interpretive models of change where members interact and learn from their actions.

Knowledge management is more concerned with developing organizational capabilities while organization learning is more concerned with technical issues, such as how to store organization experience.

Built-to-change interventions are best suited for organizations that are .

General Introduction to Organization Development

The Nature of Planned Change

The Organization Development Practitioner

Entering and Contracting

Diagnosing

Collecting, Analyzing, and Feeding Back Diagnostic Information

Designing Interventions

Managing Change

Evaluating and Institutionalizing Organization Development Interventions

Interpersonal and Group Process Approaches

Organization Process Approaches

Restructuring Organizations

Employee Involvement

Work Design

Performance Management

Talent Management

Workforce Diversity and Wellness

Transformational Change

Transorganizational Change

Organization Development for Economic, Ecological, and Social Outcomes

Organization Development in Nonindustrial Settings: Health Care, and School Systems

Future Directions in Organization Development

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