Deck 6: Resistance to Change

Question 1

Abrahamson refers to ____ organizations where change-fatigued managers react to initiative overload by resisting further change and voicing an aggressive cynicism.

A) Closed system
B) Permafrost
C) Clouded
D) Sleepy

Answer 1

B

Question 2

Expectations of trust, loyalty and recognition are related to the ______ dimension of change.

A) Formal
B) Psychological
C) Social
D) None of the above

Answer 2

B

Question 3

In reviewing the tridimensional factors regarding resistance to change, the ____ factor involves how a person thinks about change.

A) Affective component
B) Cognitive component
C) Behavioral component
D) People do not consciously think about change

Answer 3

B

Question 4

Which of the following is NOT one of the symptoms of active resistance to change?

A) Being critical
B) Finding fault
C) Ridiculing
D) Agreeing verbally but not following through

Question 5

When managers feel themselves ready for change, but "miss" the signs that it is needed, we sometimes refer to the situation as:

A) Deficient Reaction Syndrome
B) The Icarus Paradox
C) Boiled Frog Syndrome
D) Strategic Atrophy

Question 6

Which of the following is NOT a part of Kotter and Schlesinger's "classic" prescription on managing resistance to change?

A) Participation and involvement
B) Negotiation and agreement
C) Manipulation and cooptation
D) Investigation and deception

Question 7

According to Jick and Peiperl, what is the first psychological stage of change?

A) Shock
B) Defensive retreat
C) Acknowledgement
D) Adaptation and change

Question 8

____ are influential because they are based on real-life experiences and, as such, are likely to be given greater credibility than the words-assurances of current managers.

A) Resistors
B) Milestones
C) Scripts
D) Initiatives

Question 9

According to the ____ perspective of change, resistance if possible but likely to be short lived and ultimately futile; at best resistance might temporarily delay change but not be able to halt its inexorable impact.

A) Director
B) Navigator
C) Caretaker
D) Nurturer

Question 10

When information that should set off warning bells is either ignored or interpreted in such a way that it is seen as confirming rather than requiring a questioning of existing strategy, we refer to this as:

A) Deficient Reaction Syndrome
B) The Icarus Paradox
C) Enigmatic Leadership
D) Strategic Atrophy

Question 11

In reviewing the tridimensional factors regarding resistance to change, the ____ factor involves how a person feels about change.

A) Affective component
B) Cognitive component
C) Behavioral component
D) None of the above

Question 12

According to the ____ perspective, resistance is something that needs to be recognized and expected as change takes people out of their comfort one; change managers need to work with resistance in a way that reveals to the resistor that such actions are not in accord with good teamwork within the organization.

A) Navigator
B) Caretaker
C) Nurturer
D) Coach

Question 13

Which of the following is NOT a reason why people react positively to change:

A) Security
B) Money
C) Responsibility
D) Apathy

Question 14

According to Jick and Peiperl, what is the second psychological stage of change?

A) Adaptation and change
B) Acknowledgement
C) Defensive retreat
D) Shock

Question 15

When characteristics that have led to organizational success, over time, become the basis for the organization's downfall, we sometimes refer to the phenomenon as:

A) The Icarus Paradox
B) Deficient Reaction Syndrome
C) Boiled Frog Syndrome
D) Strategic Atrophy

Question 16

The signs of ____ resistance to change are identified as agreeing verbally but not following through, procrastinating or dragging one's feet.

A) Active
B) Passive
C) Apathetic
D) Benign

Question 17

According to the ____ perspective of resistance to change, resistance is a sign that not everybody is on board in terms of making the change and resistance can and must be overcome in order to move forward.

A) Director
B) Navigator
C) Coach
D) Nurturer

Question 18

The specific task that a person is employed to do, how it relates to tasks carried out by others in the organization, how performance is assessed and the associated level of remuneration is associated with the ____ dimension of change.

A) Formal
B) Psychological
C) Social
D) None of the above

Question 19

Which of the following reasons is NOT cited in your text as a reason that people are resistant to change?

A) Dislike of change
B) Discomfort with uncertainty
C) Perceived negative effects on interest
D) The belief that the specific change being proposed is appropriate

Question 20

The signs of ____ resistance to change are identified as being critical, finding fault, ridiculing or using facts selectively.

A) Active
B) Passive
C) Malignant
D) Benign

Question 21

____ is the process of influencing or leading through the purposeful control of one's thoughts.

A) Thought Self-leadership
B) Introverted management
C) Internal strategic-reflection
D) Covert thinking

Question 22

The difference between tinkering and kludging is a matter of scale, with kludging being more modest.

Question 23

It is important not to assume that the only ones who may not respond positively to proposals for change are "the managed" and not the managers.

Question 24

According to Mauer, the default position of _____ is the tendency to get rid of people who dare to question the wisdom of the change.

A) Apply force of reason
B) Kill the messenger
C) Manipulate those who oppose
D) Play off relationships

Question 25

There are many reasons organizations may experience complacency, including a track record of success and the lack of any visible crisis.

Question 26

____ involves a refusal to recognize the situation being faced.

A) Denial
B) Resistance
C) Exploration
D) Commitment

Question 27

According to Karp, which of the following statements would be considered "the stall?"

A) I don't want to
B) I'll get on it first thing next week
C) I think that the change would be better if it were first implemented in X's division
D) See what you're making me do

Question 28

Which of the following is NOT one of the fundamental touchstones for enhancing the power of resistance?

A) Embrace resistance
B) Respect those who resist
C) Join with the resistance
D) Fuel the resistance

Question 29

____ refers to the ability to mix major change initiatives, the ones most likely to be destabilizing and disruptive.

A) Tweaking
B) Tinkering
C) Kludging
D) Pacing

Question 30

The least reliable predictor of how people will interpret the implications of an announcement of change is their experience of previous organizational changes.

Question 31

People find it easier to be supportive of changes that they see as not threatening their interests and may resist those that are seen as damaging to these interests.

Question 32

According to Karp, which of the following statements would be considered "the guilt trip?"

A) But we've always done it the other way
B) See what you're making me do
C) You owe me one
D) I don't want to

Question 33

The readiness for change will be affected by people's perceptions of the likely effect of change on their personal interests.

Question 34

The symptoms identified with passive resistance to change include being critical, ridiculing and sabotaging.

Question 35

According to Mauer, the default position of ____ is when the manager tries to overwhelm change opponents with facts.

A) Manipulate those who oppose
B) Play off relationships
C) Apply force of reason
D) Make deals

Question 36

In the Scott and Jaffe Model of Resistance to Change, the ____ stage is where attention is focused on the new course of action.

A) Shock
B) Exploration
C) Resistance
D) Commitment

Question 37

According to Karp, which of the following statements would be considered "the projected threat?"

A) Tell me exactly what you want me to do
B) Wow, what a great idea!
C) X isn't going to like this
D) You owe me one

Question 38

Where the past experience has been positive, cynicism is likely to result, which in turn reduces willingness to engage in future change efforts.

Question 39

People may resist change, not always because they think that the proposed change is wrong, but because they believe the timing to be wrong.

Question 40

One form of excessive change is when an organization is pursuing several change initiatives at once and these are perceived by people in the organization as unrelated or, even worse, in conflict.