Exam 11: Implementing Strategy Guidelines and Action

In a proposed change where the required capabilities are low and the employees are actively opposed, management will be faced with

When attempting to change behaviours, readiness-driven change focuses on

The objectives of a strategic change agenda can be classified as

A risk of a Directive Management style could include

In anticipatory strategic change situations, the first step in the process should be to implement the required organizational changes.

In anticipatory strategic change situations, one of the first steps is to build an understanding of the changing environment.

One of the most common reasons that the expected financial value of many strategic change initiatives is often not realized is the leadership was not committed.

The time-to-crisis calculation is an important consideration in reactive strategic change situations.

Results-driven change focuses on commitment and capabilities.

In crisis strategic change situations, change agents are likely to lack

Proactive resistors to a strategic change initiative are easier to convert to change agents than defensive resistors.

Pace is considered to be both the amount of change and the allowable time.

An incremental approach to instituting strategic change is thought to be beneficial as it prevents premature closure on an inappropriate target.

In crisis strategic change situations, one of the starting actions is to improve organizational readiness.

The action priorities of a change agenda tend to focus on the

The pace of change encompasses both scope and

Behavioural changes effected under a directive leadership style are

Change agents are those that are committed to the change and have the capabilities to contribute.

To effect behavioural change in crisis strategic change situations, managers might be tempted to use

In crisis strategic change situations, one of the first actions should be to