Deck 15: Making Change

Question 1

Empowering involves rewarding in ways that inspire, promote optimism, and build self-confidence.

Answer 1

True

Question 2

In an effective planned change process, collecting data is essentially always the first step.

Answer 2

False

Question 3

Resistance is an inevitable reality of change management.

Answer 3

True

Question 4

Creating long-term wins is a recruiting method for success, as it nourishes faith in the change effort.

Question 5

According to William Bridges, change is the same as transition.

Question 6

According to Lewin, the best way to change the status quo is to increase restraining forces.

Question 7

The chance for success reduces when information pertaining to the change is made more transparent.

Question 8

Results-oriented goals lead to more direct and urgent strategy development.

Question 9

The best way to reinforce a singular goal is to use a balanced scorecard.

Question 10

Kotter's change model is based on analyzing where change initiatives go wrong.

Question 11

Real change in an organization involves considerable overlap and skipping among various phases.

Question 12

Appreciative inquiry involves looking for what is right and effective in a system.

Question 13

Appreciative inquiry involves asking a series of probing questions that strengthen a system's positive potential.

Question 14

According to John Kotter, the first step in a successful change intervention is raising a feeling of urgency.

Question 15

When changes being suggested result in people losing their status, it is referred to as loss of control.

Question 16

Reframing is the process of looking at organizational issues through multiple lenses.

Question 17

Manipulation and co-optation involve selectively using information and

A)appeal.
B)charisma.
C)persuasion.
D)explicit incentives.
E)implied incentives.

Question 18

Kotter's description of empowerment is similar to Lewin's argument about unfreezing.

Question 19

In order to establish a buy-in, one should communicate by relying on memos and reports and avoid heartfelt communications.

Question 20

The five most important and actionable change strategies form the acronym ALTER.

Question 21

According to Bridges, what is the largest problem with most change initiatives?

A)framing the problem inaccurately
B)unfreezing the wrong system components
C)making change in increments that are too small
D)failing to take into account the human transitions
E)reinforcing motivators

Question 22

Don, a Florida citrus grower, has been advised to remove and destroy infected trees across the ten acres of his groves and construct psyllid (a pest)proof structures to house the healthy citrus trees. Don wants the entire community to be aware of the problem. He hosts a growers' council next week wherein he has invited a government official and his buddy, Manuel, to speak. Manuel used to own a grove in Arizona that was destroyed by this same disease. According to Kotter's model, which stage of change is Don in?

A)unfreezing the status quo
B)framing a jungle
C)forming a guiding coalition
D)creating a vision
E)empowering action

Question 23

Which of the following is the first stage of change in Kotter's model?

A)getting the vision right
B)creating a sense of urgency
C)creating short-term wins
D)consolidating gains
E)forming a guiding coalition

Question 24

Which of the following is true about Bolman and Deal's organizational frames?

A)They help change agents to look at the problems from a single frame.
B)They help change agents to tailor human needs to satisfy organizations.
C)They integrate organic and mechanistic approaches into one system.
D)They replace problem-solving and data collection efforts for the change agent.
E)They help change agents identify the various options inherent in any setting.

Question 25

Individuals might resist change because they feel the change is being done to them, rather than with or by them. This is known as loss of

A)identity.
B)face.
C)control.
D)competence.
E)character.

Question 26

A "factory" refers to Bolman and Deal's ________ organizational frame.

A)structural
B)technological
C)political
D)human resource
E)symbolic

Question 27

A "jungle" refers to Bolman and Deal's ________ organizational frame.

A)structural
B)technological
C)political
D)human resource
E)symbolic

Question 28

Amy, a graduate business student, helped her parents to arrest and improve their falling business volumes. Mom & Pop's, a local corner store, was suffering losses because it lacked visibility for the people new to the growing community. It was small, out of the way, badly in need of painting, and unnoticed unless one knew about it. Amy painted the store, designed ads for the paper and the post office, put up signs and billboards of the store, and handed out free samples at the summer fair. Which of Schein's change agent roles did Amy perform?

A)gap analysis
B)freezer
C)pair of hands
D)doctor-patient
E)process consultant

Question 29

Which of the following is true about creating short-term wins?

A)It reduces faith in the change effort.
B)It keeps critics at bay.
C)It rewards slackers.
D)It replaces a need for systemic change.
E)It maintains the status quo.

Question 30

Maury redesigned the reservation system for a hotel. His proposal streamlined the process and rationalized the prices for a variety of services. However, he failed to take into account the special favors that the bell captain received from some patrons. Without these favors, the bell captain no longer cared for the welfare of the guests. Business fell by 50 percent within six months since the majority of the guests were unhappy and avoided revisits. What mistake did Maury commit in the diagnosis phase of the intervention?

A)He did not find out who benefited from the current situation.
B)He did not write down what is known.
C)He focused on improving rather than changing.
D)He did not discuss the undiscussables.
E)He redirected discussion away from current success stories.

Question 31

John's department went through a major reorganization last year with the upgradation of technology, transfer of five employees, and the office moving to a more economical location. Last week, for the first time, the department achieved their production numbers. According to Lewin, what state of change is the department in?

A)refreezing
B)unfreezing
C)storming
D)thawing
E)framing

Question 32

During Lewin's unfreezing state of organizational change

A)the status quo is reaffirmed.
B)change agents propose and explain their solutions.
C)inertia is overcome and a readiness to change is created.
D)comfort zones are challenged.
E)motivating forces are reduced.

Question 33

Which is not one of the factors a manager should consider when choosing strategies for overcoming resistance to change?

A)the urgency of the need for change
B)the return on investment the change will bring
C)the power of the individual/group initiating the change
D)the degree of opposition or resentment
E)the necessity for information and commitment

Question 34

Which of the following is true about burning platforms as a technique for reducing resistance to change?

A)It automatically creates a positive urgency.
B)Fear is not the best sustaining force for change.
C)It builds trust in the organization.
D)It eliminates panic and facilitates movement.
E)Feedback mechanisms are automatically built in and monitored.

Question 35

In Lewin's force field analysis, the quickest path to change is to

A)frame the situation differently.
B)challenge comfort zones.
C)increase driving forces.
D)remove obstacles.
E)help workers reinforce the status quo.

Question 36

In general, there are several reasons for resistance to change to occur? Not among these would be that people

A)fear punishment if they don't get on board.
B)don't understand the change.
C)don't understand the need for change.
D)don't see sufficient rewards linked to the change.
E)fear they will not be able to survive in the new reality.

Question 37

Which of the following is true about wholeness while constructing an agenda in an appreciative inquiry?

A)It leads to trust and connectedness.
B)People explore the organization's positive change core.
C)Participants break into groups and discuss the company's potential for positive influence and impact.
D)Action-oriented statements of how the organization will function are generated.
E)Participants distil designs into a list of inspired actions.

Question 38

Individuals might resist changes because they don't want to experience any loss of symbols, tradition, or status. This is known as loss of

A)competence.
B)face.
C)control.
D)identity.
E)character.

Question 39

To get a more thorough and actionable diagnosis, a good change agent

A)finds out who benefits from the current situation.
B)writes down everything that is known.
C)focuses on improving rather than changing.
D)avoids uncomfortable discussions.
E)redirects discussion away from current success stories.

Question 40

Which of the following is true about Schaffer's five fatal flaws of consulting?

A)Projects are defined by the change results to be achieved.
B)Scope of the projects ignores readiness to implement.
C)Projects aim for incremental small wins.
D)Projects necessitate more room for partnership.
E)Projects make leveraged use of consultants.

Question 41

Which is not a strategy for overcoming resistance to change?

A)educate and communicate
B)ensure participation and involvement
C)offer facilitation and support
D)negotiate and get agreement
E)offer incentives for participation

Question 42

Explain the model of organizational change developed by Kurt Lewin as an extension of his force field analysis.

Question 43

Forming a guiding coalition is a stage in which model of change below?

A)Lewin's Unfreeze-change-refreeze Model
B)Kotter's Eight Stages of Change Model
C)the FOCUS Model
D)Baldwin and Bommer's Futile Resistance Model
E)Bolman and Deal's Four Frames Model

Question 44

Which type of analysis appeals to the status quo, resisting forces, and driving forces?

A)control analysis
B)power analysis
C)five forces analysis
D)SWOT analysis
E)force field analysis

Question 45

"There is nothing so practical as a good theory". This statement is most closely aligned with which change model?

A)Eight Stages of Change Model
B)Four Frames Model
C)Model of Transitions
D)unfreeze-change-refreeze
E)Resistance to Change Model

Question 46

Which of the following represents the three stages in Bridges' Model of Transitions?

A)unfreeze, change, refreeze
B)endings, a neutral zone, new beginnings
C)forming, storming, norming
D)seek buy in, implement change, evaluate
E)develop, implement changes, assess

Question 47

Someone who promotes and enables change to happen in a group or organization is known as a change

A)agent.
B)champion.
C)mediator.
D)representative.
E)intermediary.

Question 48

In Bridges model, transitions can take a very long time if they are not well-managed, so the ________ of transitions becomes critical.

A)facilitation
B)depth
C)acceleration
D)deceleration
E)speed

Question 49

Which frame in Bolman and Deal's model shapes a culture that gives purpose and meaning to work?

A)structural
B)humanitarian
C)developmental
D)human resource
E)symbolic

Question 50

If one can combine good lead and lag measures, one can often gain an idea of how the company is really performing. This is the concept behind

A)a SWOT analysis.
B)the balanced scorecard.
C)a force field analysis.
D)the change-management grid.
E)a five forces analysis.

Question 51

Which is not a benefit of results-oriented goals?

A)They lead to more direct and urgent strategy development.
B)They lend themselves to more objective and meaningful evaluation and measurement.
C)They promote accountability.
D)They focus squarely on the issues that need addressed and changed.
E)They promote a healthy culture of ownership among those in the change process.

Question 52

Renowned sociologist, Kurt Lewin, is famous partly for promoting which theory of change?

A)Four Frames Model
B)Model of Transitions
C)unfreeze-change-refreeze
D)Eight Stages of Change Model
E)Resistance to Change Model

Question 53

Which frame in Bolman and Deal's model tailors the organizations to satisfy needs and build positive interpersonal and group dynamics?

A)structural
B)humanitarian
C)developmental
D)human resource
E)symbolic

Question 54

In Bridges' Model of Transitions, a transition is a(n)________ process.

A)internal
B)external
C)strategic
D)tactical
E)impersonal

Question 55

Which is not one of the listed, common reasons for why people resist change?

A)loss of identity
B)loss of face
C)loss of focus
D)excessive personal uncertainty
E)more work

Question 56

Which technique recognizes that people are best motivated by their own stories of success and tries to use that to spur commitment to make something new, better, or more productive in the organization?

A)five forces analysis
B)SWOT analysis
C)appreciative inquiry
D)force field analysis
E)the Delphi technique

Question 57

In terms of making change, although urgency is important, ________ hardly ensures that change will occur.

A)crisis
B)positive visions of the future
C)inspiration
D)disaster
E)risk

Question 58

Which is not one of Robert Schaffer's Five Fatal Flaws of making change?

A)People are defined by the work to be done.
B)The project ignores the company's ability to implement the solution.
C)Projects entail a sharp division of responsibility between client and change agent.
D)Projects aim for just one big solution.
E)The project assumes the company is able to correctly identify the problem.

Question 59

Which change model analyzes where change initiatives go wrong in order to steer clear of those pitfalls?

A)Kotter's Eight Stages of Change Model
B)Bolman and Deal's Four Frames Model
C)Lewin's Unfreeze-Change-Refreeze Model
D)the FOCUS Model
E)Baldwin and Bommer's Futile Resistance Model

Question 60

Change that is the result of intentional or purposeful action in known as ________ change.

A)strategic
B)planned
C)deliberate
D)intentional
E)tactical

Question 61

The goal is to accelerate the change process at your organization. Your best hope probably lies in strategies for overcoming resistance. There are some common factors that should influence the choice of strategy to achieve this. List and describe them.

Question 62

Describe the challenge of making change.

Question 63

Describe the FOCUS Model as an actionable framework for change. Be sure to list and discuss its five steps.

Question 64

Discuss in detail the "framing the problem" step of the FOCUS model.

Question 65

Behind every good change initiative is a group of influential and effective champions. Explain.

Question 66

Elucidate the four frames model developed by Lee Bolman and Terrence Deal.

Question 67

Creating short-term wins is a recurring method for success. Justify.

Question 68

List and discuss several strategies you can use to overcome resistance to change.

Question 69

What key elements of effective communication should be remembered to avoid clutter while communicating?

Question 70

What is Kotter's assertion about creating a sense of urgency?

Question 71

Resistance to change can come about for many reasons. Explain.

Question 72

Discuss how the role of smart change agents varies in the change process.

Question 73

Briefly describe and discuss appreciative inquiry.

Question 74

List the five fatal flaws identified by Robert Schaffer that lead to change relationship failures.