Q&A Hero

Q: According to Duck, a(n) ________________ will not change if the _________________ do(es) not develop.a. Organization; individuals in the organizationb. Individual; organization as a wholec. Strategy; change leaderd. Organization; strategy

Q: Which of following is not a trend that change leaders need to be aware of?a. An increase in virtual communication and leadershipb. Simpler, more formulaic challengesc. The importance of authenticityd. Leading for long-term survival

Q: What are the three categories of behaviors that change agents give rise to?a. Intelligence-inspiring behaviors, framing behaviors, and capacity-creating behaviorsb. Shaping behaviors, framing behaviors, and experimentation behaviorsc. Shaping behaviors, framing behaviors, and capacity-creating behaviorsd. Creativity-inspiring behaviors, empowering behaviors, and framing behaviors

Q: Which of the following is not one of the four themes of bad leadership developed by Malcom Higgs?a. Abuse of powerb. Rule breaking to serve the individual’s own purposesc. Inflicting damage on othersd. Being so inadaptable that the leader refuses to change course if the plan is failing

Q: Which of the following characteristics is not essential for a change leader?a. Communication and interpersonal skillsb. Determinationc. Flexibilityd. Rigidity

Q: In exothermic change situations, energy is liberated by actions.a. Trueb. False

Q: Change agent effectiveness is a function of what three things?a. Charisma, action, and situationb. Personality, vision, and situationc. Personality, reputation, actiond. Situation, urgency, personality

Q: Change always starts from the top down.a. Trueb. False

Q: What are the personal benefits of being a change leader?a. It gives the change leader a chance to deal with failureb. It causes them to be more peripheral to the organizationc. It can prove to be educational and career enhancingd. It doesn’t challenge an individual’s view of organizations

Q: What are the four types of change leaders mentioned in the book?a. The emotional champion, the developmental strategist, the intuitive adapter, and the continuous improverb. The charismatic speaker, the quiet leader, the thoughtful relationship builder, and the small win makerc. The persuasive strategist, the intuitive planner, the brilliant thinker, and the ferocious fighterd. The developmental strategist, the charismatic speaker, the brilliant planner, and the intuitive improver

Q: Describe the expectations of managers during periods of change.

Q: What is a rule of thumb change agents should use?a. Draw hard lines, even if it means risking being firedb. Light many fires that are highly visible and allow change to happen in multiple places at oncec. Focus on perfection. Change won’t be effective unless it’s done rightd. Deliberate and take time making decisions to be sure they are the best ones

Q: How can organizations encourage employees to be more open to change?

Q: When change leaders talk about significant change, they usually thoroughly focus on the cost/benefit analysis of both changing and keeping with the status quo.a. Trueb. False

Q: If the opinions of those trusted by recipients of change are positive and the recipients initial attitude toward the change is negative, recipients are likely to respond in which of the following ways?a. Tempered support of the change with pressure to reconsider their supportb. Opposed to the change but open to other perspectivesc. Predisposed to involvementd. Vehemently opposed

Q: The tendency to rely on competencies and strategies that have worked in the past is referred to as a competency trap.a. Trueb. False

Q: People who have experienced long periods of stability and minimal change are likely to respond to change in which of the following ways?a. Feeling unsettled with a higher perceived riskb. A tendency to trust periods of increased changec. A predisposition to try new strategies and tactics than the ones they have usedd. With anger and bitterness

Q: People with a low tolerance for turbulence and ambiguity are most comfortable in a stable environment.a. Trueb. False

Q: What choice best describes the survivor syndrome?a. A feeling of responsibility and commitment to carry the organization forwardb. Understanding of the reasons for the change and feeling that the change had been fairly carried outc. A sense of relief and appreciation that one was kept when others were let god. The reaction of poorly handled change, including lower motivation, guilt, and increased stress

Q: Which of the follow is not one of Kotters eight steps?a. Establishing a sense of urgencyb. Forming a change teamc. Planning for short-term winsd. Collecting the organizations thoughts on the need and content of change

Q: What are common descriptors of the phase after the change?a. Feeling of guilt and alienationb. Achieving closure, adaption, and openness to the new realityc. Shock and numbnessd. Happiness, gratefulness, and excitement

Q: What are common reactions during the change?a. Curiosity and engagementb. Discussion, teamwork, and interestc. Immobilization, denial, and sense of lossd. Confusion and resignation

Q: What are common characteristics of the time before a change?a. Uncertainty, rumors, and anxietyb. Clear understanding of what’s coming and how it will impact employeesc. Widespread excitement and acceptance of the changed. Shock, depression, and bargaining

Q: Most of the psychological contract is implicit.a. Trueb. False

Q: What is the psychological contract?a. The psychological addendum to an employee’s hiring contractb. The assumptions people have about how the organization should treat themc. An implicit contract built between employees and colleagues over timed. The sum of the implicit and explicit agreements we believe we have with our organization

Q: How might alignment issues cause a negative reaction to change?a. Everyone’s reactions to the change are not alignedb. Change leader asks you to do something incongruent with what existing structures and systems tell you to doc. The change is not widespread enough through the organizationd. The communication coming from the change leaders may be contradictory

Q: What are reasons that a negative reaction to change may develop?

Q: Which of the following statements is most accurate for why people undertake or accept change initiatives?a. People undertake change for the moneyb. People undertake change when they believe that the benefits outweigh the costsc. People undertake change when they are completely confident they are prepared and it is the right step for the organizationd. People undertake change to build their resumes and experience

Q: If stakeholders are feeling ambivalent, leaders should help people make sense of the proposed change.a. Trueb. False

Q: Change leaders should approach mixed feelings using which of the following actions?a. Trying to push employees to accept the change regardless of their feelingsb. Ignoring ambivalence by emphasizing the benefits of the changec. Continue with the change plan and expect employees to get onboard when they’re readyd. Listen for information and sort out what actions are needed to achieve the change

Q: Employees are most likely to react to their own feelings of ambivalence in all of the following ways except:a. Confidently voicing their concerns and mixed feelingsb. Turn to approaches that have worked in the pastc. Actively seek out confirming data and reasoningd. Remember only attitude-consistent data

Q: Employees will always be either entirely in favor or entirely against any particular change initiative.a. Trueb. False

Q: How should leaders respond to acceptance of change in their organizations?

Q: What is a risk of acceptance of change?a. Having the change move too quicklyb. The possibility of groupthinkc. Accepting the wrong change for the organizationd. People are in it for the wrong reasons

Q: Which is not a reason that an individual would welcome change?a. A chance for personal growthb. A chance for promotionc. Variety and challenged. To work longer hours

Q: Which of the following is not a change tool to help employees commit to a change?a. Stakeholder engagementb. Participative teamsc. Using the change leader’s perspective to convince others of the changed. Bringing change initiatives to light

Q: In addition to thinking about personal impacts, employees think about the benefits of change to the organization.a. Trueb. False

Q: Which of the following statements is true about reactions to change?a. People will almost always be disconcerted by the prospect of changeb. People will have strong responses to change based on the perceived consequences to themc. People will generally accept change that benefits the organization as a wholed. People will feel the same way about change that their peers d

Q: Which of the following is a least constructive coping mechanism to change?a. Proselytizationb. Interrogationc. Complaintsd. Sabotage

Q: Change initiatives may cause mixed feelings from change recipients based on the impact of all factors except:a. Their relationship with othersb. Their ability to do their jobc. Their compensation and bonusesd. The fit with their needs and values

Q: Which of the following correlations between age and resistance to change is true?a. Age is negatively related to resistanceb. Younger workers are more likely to accept changec. Younger and older workers respond to change in the same wayd. Age is positively related to resistance

Q: Which of the following is not a reason for a change recipient to decide to support the change?a. The benefits to them outweigh the costsb. The change has a high personal relevancec. The change is consistent with their valuesd. The change will make their job more interesting

Q: Recipients of change are usually passive participants.a. Trueb. False

Q: Describe the elements of an informal organization.

Q: Resistance to change should be avoided at all costs.a. Trueb. False

Q: Stakeholders with a positive commitment and a high understanding of the change will provide the strongest consensus.a. Trueb. False

Q: The early majority is the most apt group to seek change.a. Trueb. False

Q: The movements of stakeholders follow which of the paths below?a. Interest, awareness, desire for action, leadershipb. Awareness, discussion, communication, participationc. Awareness, interest, desire for action, take actiond. Denial, grief, bargaining, acceptance

Q: Organizational members can be classified as all of the following except:a. Central connectorsb. Troublemakersc. Boundary spannersd. Information brokers

Q: In a stakeholder map, one may want to depict all of the following factors except:a. Stakeholder wants & needsb. Stakeholder linkagesc. Likely stakeholder response to the changed. Stakeholder wealth relative to others

Q: Provide the four areas of change and an example of each.

Q: Which of the following is not a step in conducting a force field analysis?a. Identifying the strengths of forces acting in the situationb. Understand the forces and how they might increase leverage for changec. Examine the financial impact of the change in the short and long termd. Identify ways to increase support and reduce resistance

Q: Who might be included in a stakeholder analysis?

Q: What is a force field analysis?a. A process of identifying driving and restraining forcesb. A process of tempering power by leveling the playing fieldc. A process of identifying the best routes to accomplish changed. A process of creating alliances

Q: What does homeostasis mean?a. A tendency toward changeb. A tendency toward equilibriumc. A tendency toward complexityd. A tendency toward laziness

Q: The more __________ people are, the more they will be willing to change.a. Intelligentb. Dissatisfiedc. Seniord. Involved

Q: Individuals will usually choose whether or not to accept a change program based on what?a. How much they trust the leaderb. How detailed the change plan isc. How others around them react to the changed. How they perceive the change will impact them personally

Q: In order to assess culture at its deepest level, change agents should ask which question?a. Are humans basically good, neutral, or evil?b. How often has the mission changed?c. Do people really believe the mission?d. What is the incentive and reward system?

Q: Which of the following aspects of culture is most difficult to change?a. Cultural artifactsb. Espoused beliefs and valuesc. Underlying assumptionsd. How people relate to one another

Q: What is an example of a cultural artifact?a. The way employees dressb. The basic underlying assumptions of a groupc. The organization’s publicized missiond. The size of the organization

Q: Which of the follow is true about Scheins definition of culture?a. It’s a pattern of basic assumptions that has been implemented by a single leaderb. It’s a set of assumptions that is taught as one of a variety of ways of perceiving problemsc. It’s a set of assumptions that is considered valid by senior leadershipd. It’s a set of assumptions that has been learned by a group as the correct way to think about problems

Q: Organizational culture has a standard definition that is widely understood.a. Trueb. False

Q: Managers use different power tactics when trying to influence superiors as opposed to subordinates.a. Trueb. False

Q: Which of the following tends to be the least popular power tactic?a. Referring to a higher authorityb. Bargainingc. Developing coalitionsd. Applying sanctions

Q: Which of the following is not one of Hardys dimensions of power?a. Resource powerb. Charisma powerc. Process powerd. Meaning power

Q: Which would not necessarily be a characteristic of a powerful department within an organization?a. Positional powerb. Network powerc. Knowledge powerd. Personality power

Q: Which kind of power tends to be least important on its own?a. Positional powerb. Network powerc. Knowledge powerd. Personality power

Q: Organizations would be better off if they didnt have to deal with power dynamics.a. Trueb. False

Q: What is the definition of politics as described in the book?a. Gathering power and allies to further one’s own objectives over another’sb. Conflict and debate of those pursuing powerc. Brokering power to meet one’s own goalsd. Ability and success of governing others

Q: Organizational politics are not an inherently negative force.a. Trueb. False

Q: Employees who are deeply committed to the organization will generally demonstrate the most support for change initiatives.a. Trueb. False

Q: What is likely to happen when a new CEO comes into an organization?a. The CEO will fire most of the employeesb. The CEO will continue with business as usualc. The CEO will be immediately acceptedd. The CEO may challenge power and culture dynamics

Q: If a merger makes good business sense, an organization might not pursue it due to which of the following reasons?a. Shareholders may be upsetb. It may be too expensivec. The cultures of the two organizations clashd. There is not unanimity among the board

Q: In order to get a full picture of the informal organization, which stakeholder(s) must be considered?a. Yourselfb. The CEOc. The lowest level employeesd. Former employees

Q: Moving forward without formal approval establishes creeping commitment to the change project.a. Trueb. False

Q: Formal approval tends to follow the same general decision-making process in most organizations.a. Trueb. False

Q: How might change leaders increase the likelihood of gaining approval?

Q: Acceptance can be increased despite initial resistance if the project has been through a rigorous review.a. Trueb. False

Q: Acceptance is enhanced in which of the following situations?a. By involving others in the discussion and thoroughly discussing alignmentb. By presenting the change proposal after others have already put forward their ideasc. By keeping the project quiet until the project is formally approvedd. By not including people who may resist the initial idea

Q: Change proposals should only be introduced once formal approval is obtained.a. Trueb. False