Deck 15: Leading Change

Question 1

Successful change leaders believe employees can assume responsibility.

Answer 1

False

Question 2

The management at GreatBiz Inc. wants to reduce the separation between management and the workers. As part of the change initiative, it eliminates the rule about clocking in at a particular time every day. However, it is met with great resistance from the workers. In this case, which of the following steps should the management take?

A) The management should declare bonuses for workers who agree to accept the change so that other workers who are resistant about the change may also be lured to accept it.
B) The management should take legal actions against the workers who oppose the change or who instigate other workers to resist the change.
C) The management should find ways to enable the workers to see the value in changes that are needed for the organization to succeed.
D) The management should promise to fulfill all the demands of the workers and empower them to make important business decisions.

Answer 2

C

Question 3

Lateral thinking appears to solve a problem by an unorthodox or apparently illogical method.

Answer 3

True

Question 4

Rapidly changing technologies, globalization, and changing markets are some of the environmental forces creating a greater need for change leadership within organizations.

Question 5

Creativity itself is an outcome rather than a process, a destination rather than a journey.

Question 6

During the _____ stage of the appreciative inquiry (AI) process, people are asked to narrate stories that identify the best of their experiences with an organization.

A) discovery
B) dream
C) design
D) destiny

Question 7

Appreciative inquiry can be applied:

A) only to large organizations.
B) either on a large or small scale.
C) to individual leaders on a small scale.
D) only to for-profit organizations.

Question 8

People's thinking and behavior can be changed using a positive emotional attractor that focuses on trying to "fix" weaknesses or shortcomings.

Question 9

In the _____ stage of appreciative inquiry process, people identify "the best of what exists"-an organization's key strengths and best practices.

A) dream
B) discovery
C) destiny
D) design

Question 10

Appreciative inquiry engages individuals, teams, or the entire organization in creating change by:

A) reinforcing positive messages and focusing on learning from success.
B) implementing new systems and procedure to facilitate the change.
C) focusing on short-term accomplishments that people recognize.
D) creating a results-oriented and aggressive organizational culture.

Question 11

To help someone change means first denying emotions associated with endings and losses and trying to talk people out of feeling them.

Question 12

The destiny stage of appreciative inquiry is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists.

Question 13

One shortcoming of appreciative inquiry is that it does not engage people from outside an organization, such as customers or clients, partners, and other stakeholders, in a change process.

Question 14

According to the eight-stage model of planned organizational change, leaders communicate the urgency for change in a way that provides people with facts and figures about such a change.

Question 15

One of the characteristics of leaders who can accomplish successful change projects is that:

A) they recognize and learn from their own mistakes.
B) they engage themselves in philanthropic activities.
C) they maintain the status quo.
D) they advocate workplace spirituality programs.

Question 16

Brainstorming sessions allow group members to immediately evaluate each other's ideas so that bad ideas can be eliminated without wasting time.

Question 17

Which of the following forces drives the need for organizational change leadership?

A) Nationalization
B) Reduced regulations
C) Political affiliations
D) Technological advances

Question 18

According to the eight-stage model of planned organizational change, a change process includes:

A) creating a stable environment.
B) focusing on long-term goals rather than short-term accomplishments.
C) communicating financial statements to an organization's stakeholders.
D) building a strong coalition of people with a shared commitment.

Question 19

At HiTech Corp., the leaders' efforts to build a collaborative relationship were met with resistance from union leaders until bankruptcy forced them to work together. This example shows that leaders must:

A) make changes stick.
B) communicate the urgency for change.
C) empower employees to act on the vision.
D) communicate the vision and strategy.

Question 20

According to the eight-stage model of planned organizational change, _____.

A) a single leader can implement a major change alone
B) a leader can communicate the urgency for change by providing people with required facts and figures
C) short-term accomplishments hold trivial importance while considering a major change project
D) unless people see positive results of their efforts, motivation can wane during a major change project

Question 21

The manager at Seasons Hotel wanted to change the incentive system to offer bonuses tied to the hotel's financial performance, but the employees refused to comply. This example shows that the manager:

A) violated employees' personal compact.
B) used ethical leadership.
C) applied the appreciative inquiry approach.
D) used expert power to implement changes.

Question 22

A(n) _____ is something that awakens an individual's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings.

A) intuitive thinking process
B) personal compact
C) after-action review
D) positive emotional attractor

Question 23

To build a culture that encourages _____, leaders encourage the creative spirit of all employees by promoting cultural values of curiosity, openness, exploration, and informed risk-taking.

A) organizational justice
B) appreciative inquiry
C) technological innovation
D) corporate entrepreneurship

Question 24

One approach to immersion is to:

A) think outside the box.
B) focus on the internal aspects of a situation or problem.
C) hold a single perspective toward a product or process.
D) prohibit unusual manipulation of product or process components.

Question 25

The dream stage of the appreciative inquiry process involves:

A) translating the ideas identified in the previous stages into concrete action steps.
B) formulating action plans for transforming dreams into reality.
C) interviewing people and asking them to tell stories that identify the best of their experiences with an organization.
D) creating a shared vision of the best possible future, grounded in the reality of what already exists.

Question 26

_____ uses a round-robin format to get people from different areas of an organization talking together, generating creative ideas, and identifying areas for potential collaboration.

A) Speedstorming
B) Brainstorming
C) Idea incubation
D) Idea championship

Question 27

Employees resist change because:

A) it violates creative intuition.
B) it violates the relationship between employees and an organization.
C) it involves a lengthy process which can takes years to implement.
D) it provides full information about future events.

Question 28

Idea champions:

A) are the facilitators of brainstorming sessions held in organizations.
B) provide a safe harbor where ideas from people throughout an organization can be developed.
C) use electronic brainstorming.
D) fight to overcome natural resistance and convince others of the value of an idea.

Question 29

Crescent Corp., a company manufacturing electronic appliances, sends teams of six people to live together for eight weeks and use the company's products for household chores such as cooking, washing, laundry, and cleaning. This enables the team members to test their products in realistic settings and generate ideas on how to improve them. This is an example of:

A) downsizing.
B) appreciative inquiry.
C) brainstorming.
D) referent power.

Question 30

To encourage change and innovation, organizations:

A) reject quick wins in favor of long-term benefits.
B) avoid the use of lateral thinking.
C) encourage employee resistance.
D) strive to hire people who display creative characteristics.

Question 31

Changing people's thinking and behavior is possible by:

A) establishing organizational hierarchies.
B) furnishing people with necessary facts and figures about a change project.
C) focusing on trying to fix people's weaknesses and shortcomings.
D) helping people establish new, emotional relationships that provide hope.

Question 32

A key to effective brainstorming is:

A) evaluating ideas during spontaneous idea generation.
B) generating as many ideas as possible.
C) setting practical limits, such as cost and location, on the ideas.
D) dividing ideas into smaller units.

Question 33

Lateral thinking:

A) solves a problem by orthodox and logical methods.
B) stagnates creativity.
C) is concerned with certainties and "what ought to be."
D) moves people "sideways" to try different perceptions.

Question 34

Personal compacts:

A) are the reciprocal obligations and commitments that define the relationship between employees and organizations.
B) represent the second stage of creativity.
C) incorporate elements such as mutual trust and dependence, as well as shared values.
D) occur during a mental pause, a period of mixed tension and relaxation.

Question 35

The final stage of appreciative inquiry is _____ by translating the ideas identified in the previous stages into concrete action steps.

A) creating a destiny
B) creating a vision
C) redesigning an organization
D) discovering organizational strengths

Question 36

_____ is a set of systematic techniques for changing mental concepts and perceptions and generating new ones.

A) Lateral thinking
B) Idea incubation
C) Brainstorming
D) Idea championship

Question 37

_____ is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization.

A) Investigation
B) Analysis
C) Experimentation
D) Creativity

Question 38

As part of the brainstorming process, freewheeling involves:

A) evaluating ideas of group members freely during spontaneous idea generation.
B) expressing any idea that comes to mind, no matter how weird or fanciful.
C) providing freedom to generate as many ideas as possible.
D) bringing people together in an interactive group over a computer network.

Question 39

A safe harbor where ideas from employees can be developed without interference from company bureaucracy or politics is called a(n):

A) idea champion.
B) idea incubator.
C) open culture.
D) change agent.

Question 40

Electronic brainstorming generates more ideas than regular brainstorming groups because:

A) people can evaluate ideas of other group members.
B) the size of the group is generally large.
C) more talented people can participate.
D) people participate anonymously.

Question 41

_____ is a set of systematic techniques for breaking away from customary mental concepts and generating new ones.

Question 42

During the _____ stage of appreciative inquiry, action plans for transforming dreams into reality are formulated.

Question 43

Discuss electronic brainstorming.

Question 44

_____ means to go deeply into a single area or topic to spark personal creativity, which has been called thinking "inside the box."

Question 45

During the _____ stage of appreciative inquiry, the unique qualities of a group that have contributed to an organization's success are identified.

Question 46

_____ are people who passionately believe in a new idea and fight to overcome natural resistance and convince others of its value.

Question 47

How can leaders foster a creative culture in organizations?

Question 48

Antonia is a surgeon at City Hospital. To help patients with a specific condition, she needs the hospital to purchase a new piece of expensive equipment and train the staff in its use. Which of the following forces have made Antonia a change leader?

A) E-business
B) Social media
C) Technological advances
D) Shifting social attitudes

Question 49

Explain the destiny stage of appreciative inquiry.

Question 50

_____ are quick sessions during which leaders evaluate the outcome of change activities to see what worked, what didn't, and what can be learned from it.

Question 51

_____ is a technique for leading change that engages individuals, teams, or an entire organization by reinforcing positive messages and focusing on learning from success.

Question 52

_____ are the reciprocal obligations and commitments that define the relationship between employees and organizations.

Question 53

According to the eight-stage model of planned organizational change, why is it important for leaders to achieve and celebrate quick wins?

Question 54

According to the eight-stage model of planned organizational change, why is it important for leaders to have the right people on board?

Question 55

According to the eight-stage model of planned organizational change, leaders should:

A) avoid making big changes at once.
B) take advantage of a crisis.
C) depend on employees to solve any problems.
D) stop after achieving a small success.

Question 56

Describe the seven key characteristics of leaders who can accomplish successful change projects.

Question 57

The _____ stage of the appreciative inquiry (AI) process is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists.

Question 58

_____ is a technique to encourage creativity that uses a face-to-face interactive group to spontaneously suggest a broad range of creative ideas to solve a problem.

Question 59

Discuss the five key elements that can be incorporated to change people's thinking and behavior in organizations.

Question 60

Explain the importance of allowing pauses for promoting creativity.

Question 61

Jossalyn hoped that several team members would volunteer to work at the company's booth at the trade show. She pointed out that meeting potential clients and increasing sales through contacts made at the trade show could create long-term success for those who work at the trade show and the company. This is an example of:

A) providing a positive emotional attractor.
B) providing a support system.
C) using repetition.
D) fixing weaknesses.

Question 62

Which phase of the appreciative inquiry process includes translating ideas into concrete action steps?

A) Destiny
B) Discovery
C) Design
D) Dream

Question 63

They were stuck. No one could think of a way to reduce costs enough to make the project worth the time it would take to complete. Jerry stood up and suggested, "Let's take a break for lunch. Everybody meet back here in two hours with a new idea." This is an example of:

A) speedstorming.
B) immersion.
C) lateral thinking.
D) pausing.