Deck 8: Organizational Change

Question 1

Describe the concept of force-field analysis by Kurt Lewin by giving an application of the technique.

Answer 1

Force-field analysis is a technique in which the forces that are driving change and the forces that are restraining change are analyzed. An example might be something like the following: A committee is formed composed of individuals who are for block scheduling and others who are against it. This committee could survey the teachers, parents, students, and staff about block scheduling, examine the research literature, and predict the effects of block scheduling on their school prior to forming recommendations based on the driving and restraining forces identified.

Question 2

Empirical-rational and power-coercive strategies for change have two assumptions that they share which separates them from normative-reeducative strategies. Identify one of these assumptions and give an example.

Answer 2

Either: a) good ideas are developed outside the organization, or b) the organization is the target of external forces for change. Examples should specifically relate to one of these concepts.

Question 3

Which of the following is the best example of school change using power-coercive strategies for change?

A) The State Department of Education identifies new programs that it requires all schools to adopt. b. Teachers at an elementary school work together to determine the best strategies to use with low achieving students.
C) After a reading strategy that was developed at a university was shown to be successful in other states, a school district decides to adopt it.
D) A principal develops a staff development plan to meet teacher needs.
E) Both c and d.

Answer 3

A

Question 4

Which of the following best describes Kurt Lewin's three-step change process?

A) First, the organization must identify driving forces, the restraining forces, and then move towards change.
B) Use force-field analysis and then unfreeze the organization.
C) Do something to unfreeze an organization that is in equilibrium, which allows a move toward change, and then equilibrium must be reestablished.
D) Establish a committee that represents all grade levels, identify problem areas, and then develop solutions.
E) Both a and d

Question 5

Select one of the following:
A. As the principal of a school you choose the grade levels), propose a plan for school renewal using organizational development as a change strategy. For the past several years, the students achievement test scores have declined and the school overall has had very low test scores compared to similar schools in the district. In your response, identify several concepts that characterize OD and for each illustrate how these will be used to improve the school.
B. Suppose you are the CEO of a health care organization. You have collected some data about organizational climate and have found that there are severe morale issues, not only with the staff but with the patients as well. Propose a plan using organizational development as a change strategy. In your response, identify several concepts that characterize OD and for each illustrate how these will be used to improve your organization.

Question 6

Which of the following is the best example of school change using an empirical-rational strategy for change?

A) The State Department of Education identifies new programs that it requires all schools to adopt.
B) A superintendent attends a conference and brings back a new science program that he installs in schools.
C) Teachers at an elementary school work together to determine the best strategies to use with low achieving students.
D) After a reading strategy that was developed at a university was shown to be successful in other states, a school district decides to adopt it.
E) A principal develops a staff development plan to meet teacher needs.

Question 7

Select all of the following that are true results of Paul Mort's research.

A) Change in education proceeds very slowly and that schools are generally about 25 years behind research. b. Change occurs relatively quickly in schools compared to most governmental organizations.
C) Higher per pupil expenditures are not predictors that schools will innovate to achieve superior outputs.
D) States that spend more on education do not have higher achievement scores.
E) Both c and d.

Question 8

According to most theorists, which change strategy has the best chance of success?

A) Empirical-rational.
B) Power-Coercive.
C) Normative-Reeducative.
D) Knowledge Production and Utilization KPU).
E) Research, Development, Diffusion, and Adoption RDDA).

Question 9

Which of the following did Seymour Sarason suggest was needed to reverse the decline in the predicted failure of educational reform?

A) Funding at higher levels. b. A change in power relationships.
C) Change from the bottom up.
D) Staff development focused on educational goals.
E) Both b and c.

Question 10

Select all of the following that an organization must perform in order to survive and be healthy.

A) Adapt to its environment.
B) Innovate to solve problems.
C) Achieve its goals.
D) Generate valid alternative solutions.
E) Maintain itself internally.

Question 11

Which of the following is the best example of a systems approach to organizational development?

A) The school focuses its efforts on staff development opportunities for all teachers and staff. b. The school uses cross departmental teams that include administrative representatives to identify problem areas and to suggest solutions.
C) The principal works with the central office to insure that the school is focused on the district goals.
D) The superintendent visits all schools to talk with the principals about school plans for school renewal.
E) Both a and c.

Question 12

Select all of the educational aims that Seymour Sarason indicated would constitute major changes in the school's inner core of assumptions:

A) To reduce the gulf between educational achievement of different social classes.
B) To increase staff development that teachers need most.
C) To improve school leaders focus on data-based decision making.
D) To acquaint student with career options.
E) To get students to enjoy coming to school, rather than seeing school as confining and boring.