Deck 8: Managing Change in Teams

Question 1

Encouraging ongoing support is part of the refreezing phase of the Lewin Change Model.

Answer 1

False

Question 2

A manager observes, "It seems that every time a consultant walks through the office we end up making major changes. It's gotten to the point where I have a Pavlovian response to the sight of a consultant, sweating in anticipation of the pains of change that will ensue." Another manager replies, "Of course consultants bring change - they're in the change business." Do you agree? Why or why not?

Answer 2

Answers should probably reflect at least some degree of healthy skepticism about the roles of consultants, or anyone else, as change agents. After all, no consultant is likely to make a reputation - or a living - by presenting reports saying, "Everything here looks fine to me. Don't change a thing." Again, change is not always good, and various parties may have their own reasons for initiating or fostering change. As such, the second manager's comments should at least be taken seriously. At the same time, however, it should be recognized that consultants or other change agents may play valuable roles in change efforts, providing new perspectives and expertise, reducing insularity, and offering insights regarding the relative merits of alternative change approaches.

Question 3

As part of a discussion of a proposed major restructuring, you point out that major change attempts work best when there is a "burning platform." Your boss disagrees, saying, "That's motivating with fear. We need to change before the platform is on fire." Take a position for or against your boss's argument.

Answer 3

On a descriptive level, the statement that major change works best when there is a strong felt need, such as a "burning platform," is correct. As your boss says, though, it may be possible to create felt need in other ways, such as through presenting a compelling vision of future possibilities. Compared to a "burning platform," though, such future possibilities are generally less immediate and tangible, and their appeal may depend on the leader's ability to develop, communicate, and reinforce a compelling vision. Further, the statement that pointing to a "burning platform" is motivating with fear is arguable. Motivating with fear generally implies that the person in a position of power will use coercive power if someone doesn't behave in a particular way. In the case of a "burning platform," the leader is simply pointing to a salient external threat. While that may instill concern or fear, the fear is based on a real environmental danger rather than on the leader's coercive power. Your boss, though, makes a good point in saying that it may be best not to wait until the platform has caught fire; planned change is generally preferable to reactive change.

Question 4

Provide eight guidelines for managing difficult transitions.

Question 5

Provide five steps for fostering a team insurrection.

Question 6

Provide seven guidelines for managing difficult transitions.

Question 7

Give seven guidelines for effective logos.

Question 8

List and define six change approaches.

Question 9

Briefly discuss five individual differences in attitudes toward change.

Question 10

It has become a cliché to say "change is good." Play the role of devil's advocate and make the case that "change is bad." Be creative and use specific examples.

Question 11

___ occurs when managers develop and install a program that serves to alter organizational activities in a timely and orderly way.

Question 12

___ is the degree to which team members have a strong desire to improve and master their skills and abilities and also view new situations as opportunities to improve their competence.

Question 13

According to Aristotle, ___ can be helpful when the audience asks, "Does this person tell the truth?"

Question 14

The third stage of Lewin's change model is called ___.

Question 15

___ refers to attempting to encourage others to change through appeals to the target audience's emotional and psychological needs.

Question 16

___ help to translate objectives into performance by making "stretch" goals reachable.

Question 17

Change ___ refers to the degree to which team members feel they can successfully deal with change.

Question 18

Aristotle's ___ shows three primary ways to deal with resistance to change.

Question 19

___ is the perspective that sees the success of change attempts as depending whether forces in support of change are greater than those opposing change.

Question 20

Which of the following refers to the degree to which the degree to which some people generally distrust others, including initiators?

A)Dogmatism
B)Cynicism
C)Reactionism
D)Aversion
E)None of the above

Question 21

A problem-focused coping style generally leads to more more productive and satisfying outcomes than, for instance, withdrawal.

Question 22

Coercion is sometimes needed to bring about change.

Question 23

Ethos is based in part on qualities such as one's character, moral fiber, and personal integrity.

Question 24

According to the U.S. Army's chief of staff, Dennis Reimer, the "first rule of wingwalking" is to "be very good friends with the pilot."

Question 25

According to a recent survey, about 75 percent of surveyed workers reported that their managers do a good job of explaining decisions to them.

Question 26

Resistance to change is almost always irrational.

Question 27

Deciding to hire computer consultants when it becomes clear that recently purchased computers are incompatible with current systems is an example of reactive change.

Question 28

Planned change is often seen as superior to reactive change.

Question 29

It is generally best to wait to communicate to others until everything is well understood. Communicating earlier may lead to confusion, misunderstandings, and conflict.

Question 30

Phase 1 of the Lewin Change Model includes creating high need for change and minimizing resistance to change.

Question 31

According to Karl Weick, which of the following are compact and noncontroversial, build a sustainable momentum, and are relatively unlikely to draw the attention of opponents?

A)Rebellious coping styles
B)Proactive changes
C)Burning platforms
D)Catalytic mechanisms
E)Small wins

Question 32

A change that is driven through a grassroots, bottom-up effort led by a work team is called:

A)visceral emergent change
B)a team insurrection
C)radical co-optation
D)logos
E)reactive change

Question 33

The initiators of a change don't have all the information they need to design the change, and others have considerable power to resist the change. In this case, which of the following change approaches would probably work best?

A)Education and communication
B)Participation and involvement
C)Facilitation and support
D)Coercion
E)Manipulation and co-optation

Question 34

The use of "short pay" at Granite Rock was presented as an example of a(n):

A)burning platform
B)catalytic mechanism
C)participative approach to change
D)failed effort at change
E)none of the above

Question 35

The answer to the question, "Does this person tell the truth?" impacts on the person's ability to convince through:

A)logos
B)pathos
C)ethos
D)doritos
E)none of the above

Question 36

A dramatic, vivid demonstration that the current situation is unacceptable is a:

A)burning platform
B)smoking gun
C)status quo shock
D)demonstration event
E)none of the above

Question 37

In the rhetorical triangle, which of the following refers to convincing another person to accept a change through reason, logic, and data?

A)Pathos
B)Logos
C)Ethos
D)Doritos
E)None of the above

Question 38

Constructive modification occurs at which stage of Lewin's change model?

A)Changing
B)Transforming
C)Refreezing
D)Unfreezing
E)None of the above

Question 39

When people are told about a change at work that will affect them, they normally reacting to first asking "why?" According to Aristotle, this sort of question is best dealt with by use of ___.