Chapter 14

The _____ approach to overcoming resistance is commonly used when there is *a lack of information and analysis.* A. education and communication B. manipulation and co-optation C. Facilitation and support D. implicit and explicit coercion E. negotiation and agreement

A (*Education and Communication*)

Maury redesigned the reservation system for a hotel. His proposal streamlined the process, and rationalized the prices for a variety of services. However, he failed to take into account the special favors that the bell captain received from some patrons. Without these favors, the bell captain no longer cared for the welfare of the guests. Business fell by 50 percent within six months since the majority of the guests were unhappy and avoided revisits. What mistake did Maury commit in the diagnosis phase of the intervention? A. He did not find out who benefited from the current situation. B. He did not write down what is known. C. He focused on improving rather than changing. D. He did not discuss the undiscussables. E. He redirected discussion away from current success stories.

A (*He did not find out who benefited from the current situation*)

Which of the following is true about wholeness while constructing an agenda in an appreciative inquiry? A. It leads to trust and connectedness. B. People explore the organization's positive change core. C. Participants break into groups and discuss the company's potential for positive influence and impact. D. Action-oriented statements of how the organization will function are generated. E. Participants distill designs into a list of inspired actions.

A (*It leads to trust and connectedness*)

John's department went through a major reorganization last year with the upgradation of technology, transfer of five employees, and the office moving to a more economical location. Last week, for the first time, the department achieved their production numbers. According to Lewin, what state of change is the department in? A. Refreezing B. Unfreezing C. Storming D. Thawing E. Framing

A (*Refreezing*) (*Refreezing* is the final stage where a new mindset and behavioral pattern is created for those involved, and the change yields positive benefits for the unit or organization.)

A change agent advises a computer manufacturer to change its target market and distribution system. This is an example of a _____ intervention. A. strategic B. social and human resources C. structural D. technological E. framing

A (*Strategic*)

A "factory" refers to Bolman and Deal's _____ organizational frame. A. structural B. technological C. political D. human resource E. symbolic

A (*Strucutral*)

To get a more thorough and actionable diagnosis, a good change agent: A. finds out who benefits from the current situation. B. writes down everything that is known. C. focuses on improving rather than changing. D. avoids uncomfortable discussions. E. redirects discussion away from current success stories.

A (finds out who benefits from the current situation.)

Which of the following is the first stage of change in Kotter's model? A. Getting the vision right B. Creating a sense of urgency C. Creating short-term wins D. Consolidating gains E. Forming a guiding coalition

B (*Creating a sense of urgency*)

Which of the following is true about creating short-term wins? A. It reduces faith in the change effort. B. It keeps critics at bay. C. It rewards slackers. D. It replaces a need for systemic change. E. It maintains the status quo.

B (*It keeps critics at bay*)

Which of the following is true about using multiple methods to collect data? A. It is too expensive. B. It provides multiple data points. C. It generates a single-point perspective. D. The results are subject to high degrees of disagreement. E. It makes it difficult to obtain consensus.

B (*It provides multiple data points*)

Which of the following is true about Schaffer's five fatal flaws of consulting? A. Projects are defined by the change results to be achieved. B. Scope of the projects ignores readiness to implement. C. Projects aim for incremental small wins. D. Projects necessitate more room for partnership. E. Projects make leveraged use of consultants.

B (*Scope of the projects ignores readiness to implement*)

Block suggested that many organizational changes fail because: A. frames are not frozen. B. an engineering model is applied. C. transition effects are minimized. D. sufficient intervention data is not analyzed. E. structural models are insufficient.

B (*an engineering model is applied*)

Which of the following is true about the fundamental lessons of change? A. Change for change's sake. B. Define your change goals in terms of results. C. Ignore customers. Focus on the organization. D. Focus on the change, not on future organizational state. E. Go for big wins.

B (*define your change goals in terms of results*)

Which of the following is true about *burning platforms as a technique for reducing resistance to change*? A. It automatically creates a positive urgency. B. Fear is not the best sustaining force for change. C. It builds trust in the organization. D. It eliminates panic and facilitates movement. E. Feedback mechanisms are automatically built in and monitored.

B (*fear is not the best sustaining force for change*)

Don, a Florida citrus grower, has been advised to remove and destroy infected trees across the 10 acres of his groves and construct psyllid (a pest) proof structures to house the healthy citrus trees. Don wants the entire community to be aware of the problem. He hosts a growers' council next week wherein he has invited a government official and his buddy, Manuel, to speak. Manuel used to own a grove in Arizona that was destroyed by this same disease. According to Kotter's model, which stage of change is Don in? A. Unfreezing the status quo B. Framing a jungle C. Forming a guiding coalition D. Creating a vision E. Empowering action

C (*Forming a guiding coalition*)

During Lewin's unfreezing state of organizational change: A. the status quo is reaffirmed. B. change agents propose and explain their solutions. C. inertia is overcome and a readiness to change is created. D. comfort zones are challenged. E. motivating forces are reduced.

C (*Inertia is overcome and a readiness to change is created*)

A "jungle" refers to Bolman and Deal's _____ organizational frame. A. structural B. technological C. political D. human resource E. symbolic

C (*Political*)

A change agent advises a product distributor to change to regional warehousing instead of direct shipment. This is an example of a _____ intervention. A. strategic B. social and human resources C. structural D. technological E. reframing

C (*Structural*)

Which of the following is true about the common sources of complacency? A. They do not include measurement of wrong performance indices. B. They do not include denial of problems. C. They do not include awareness of competitor performance. D. They do not include conformity. E. They do not include acceptance of low performance norms.

C (*They do not include awareness of competitior performance.*)

The _____ approach to overcoming resistance is commonly used when people are resisting because of adjustment problems. A. education and communication B. manipulation and co-optation C. facilitation and support D. implicit and explicit coercion E. negotiation and agreement

C (*facilitation and support*)

The most important aspect of data feedback is to: A. use appreciative inquiry. B. empower the little people. C. get the system into the room. D. make decisions. E. collect information.

C (*get the system into the room*)

Amy, a graduate business student, helped her parents to arrest and improve their falling business volumes. Mom & Pop's, a local corner store, was suffering losses because it lacked visibility for the people new to the growing community. It was small, out of the way, badly in need of painting, and unnoticed unless one knew about it. Amy painted the store, designed ads for the paper and the post office, put up signs and billboards of the store, and handed out free samples at the summer fair. Which of Schein's change agent roles did Amy perform? A. Gap analyzer B. Freezer C. Pair of hands D. Doctor-patient E. Process consultant

C (*pair of hands*)

The manager of a student fund-raising project announced that the project has made a loss of $5000 and that their upcoming project must raise more funds to recover the loss. This is an example of a(n): A. externalization. B. balanced scorecard. C. small win. D. gap analysis. E. process goal.

D (*Gap analysis*) (Contracting is carried out to get those connected to the change involved in doing a gap analysis together. That is, where are we now and where do we want to be?)

According to Bridges, what is the largest problem with most change initiatives? A. Framing the problem inaccurately B. Unfreezing the wrong system components C. Making change in increments that are too small D. Failing to take into account the human transitions E. Reinforcing motivators

D (*failing to take into account the human transitions*) (Bridges believes the failure to identify and prepare for the inevitable human psychological transitions that change produces is the single largest problem with most change initiatives. If any change is going to be sustained, people must own it.)

An advantage of the _____ approach to overcoming resistance to change is that *it is speedy and can overcome any kind of resistance.* A. education and communication B. participation and involvement C. facilitation and support D. implicit and explicit coercion E. negotiation and agreement

D (*implicit and explicit coercion*)

In Lewin's force field analysis, the quickest path to change is to: A. frame the situation differently. B. challenge comfort zones. C. increase driving forces. D. remove obstacles. E. help workers reinforce the status quo.

D (*remove obstacles*)

Which of the following is true about the seven factors under McKinsey's framework? A. Skills are the core values of the company that are evidenced in the corporate culture and the general work ethic. B. Strategy is used to describe the leadership approach employed in the company. C. Staff signifies how the company is organized overall and who reports to whom. D. Style is the deployment of specific employees. E. Systems are the procedures that employees perform to get work accomplished.

E (*Systems are the procedures that employees perform to get work accomplished.*)

Which of the following is true about Bolman and Deal's organizational frames? A. They help change agents to look at the problems from a single frame. B. They help change agents to tailor human needs to satisfy organizations. C. They integrate organic and mechanistic approaches into one system. D. They replace problem-solving and data collection efforts for the change agent. E. They help change agents identify the various options inherent in any setting.

E (*They help change agents identify the various options inherent in any setting*)

Which of the following is true about including interviews in collection of data? A. They are the easiest and quickest data collection technique. B. The interviewees are less likely to be involved in change process and hence give unbiased information. C. They provide precise and consistent information. D. They are the end points of data collection for most change. E. They provide a good way to begin the necessary unfreezing.

E (*They provide a good way to begin the necessary unfreezing.*)

A disadvantage of the _____ approach to overcoming resistance to change is that it can be too expensive, especially if others are alerted to this possibility. A. education and communication B. manipulation and co-optation C. participation and involvement D. implicit and explicit coercion E. negotiation and agreement

E (*negotiation and agreement*)

The best way to reinforce a singular goal is to use a balanced scorecard. True or False

FALSE

In order to ensure consistency and reliability, only one method should be employed to collect data. True or False

FALSE (Even though there are a large variety of options available, *it is usually preferable to use more than one method to obtain multiple data points or perspectives.* This provides a sense of consensus that is impossible to have with only one method and makes gaining buy-in easier because the results are less subject to disagreement.)

The chance for success reduces when information pertaining to the change is made more transparent. True or False

FALSE (*Chance for success increases* when information pertaining to the change is made more transparent.)

According to Lewin's model, *the changing stage involves* overcoming inertia and breaking down existing ways of thinking. True or False

FALSE (*Changing* is often a period of anxiety and tension as old ways are challenged and the reality of a new way is first truly experienced.)

Creating long-term wins is a recruiting method for success, as it nourishes faith in the change effort. True or False

FALSE (*Creating short-term wins* is a recurring method for success, and one emphasized by every popular model of change.)

According to the McKinsey 7S model, style is the procedure that employees perform to get work accomplished. True or False

FALSE (*Systems* are the procedures that employees perform to get work accomplished* *Style* is used to describe the leadership approach employed in the company.)

In data collection, an opinion survey is one in which a person's behavior and reactions are recorded as a narrative. True or False

FALSE (An *opinion survey* is an assesssment of how a person or group feeels about a particular issue.)

According to William Bridges, change is the same as transition. True or False

FALSE (Bridge asserts that *transition is not the same as change*)

Fear is the *best motivator of change.* True or False

FALSE (It is too easy for people to go into denial over the bad things that might happen to them. Compelling, positive visions of the future are a much stronger inspiration for change.)

*According to Lewin*, the best way to change the status quo is to increase restraining forces. True or False

FALSE (Lewin argued that effective path to change is to* focus primarily on removing the restraining forces* rather than trying to significantly increase the driving forces.)

While presenting data, one must remember to define all areas possible in order to provide a complete presentation. True or False

FALSE (Once the number of areas has been defined, remember that the presentation does not have to be complete. By leaving areas for the audience to question, it allows the members to participate in the analysis.)

Strategic interventions deal with changes is work area configurations and division of labor. True or False

FALSE (Strategic interventions involve organization structure, reporting relationships, target markets and customers, and new product or service introductions.)

When changes being suggested result in people losing their status, it is referred to as loss of control. True or False

FALSE (When changes being suggested result in people losing their status, it is referred to a loss of face.)

In order to establish a buy-in, one should communicate by relying on memos and reports and avoid heartfelt communications. True or False

FALSE (You are generally best off *keeping communication simple and heartfelt.*)

Technological interventions involve organization structure and new product or service introductions. True or False

FALSE (Technological interventions involve organization structure and new product or service introductions.)

In an effective planned change process, collecting data is essentially always the first step. True or False

FALSE (The *first step* in any effective planned process is *to structure the problem to be addressed.*)

*Empowering involves rewarding* in ways that inspire, promote optimism, and build self-confidence. True or False

TRUE

*Short-term gains and highly visible rapid changes* will help embed the change and gather momentum. True or False

TRUE

According to John Kotter, the first step in a successful change intervention is *raising a feeling of urgency.* True or False

TRUE

Appreciative inquiry *involves looking for what is right and effective in a system.* True or False

TRUE

Appreciative inquiry involves asking *a series of probing questions that strengthen a system's positive potential.* True or False

TRUE

Energy created by feedback comes from *both the content and the process.* True or False

TRUE

Kotter's description of empowerment is similar to *Lewin's argument about unfreezing.* True or False

TRUE

Manipulation and co-optation involve selectively using information and implied incentives. True or False

TRUE

Real change in an organization* involves considerable overlap and skipping among various phases. * True or False

TRUE

Reframing is the process of looking at organizational issues through multiple lenses. True or False

TRUE

Results-oriented goals lead to *more direct and urgent strategy development.* True or False

TRUE

Social interventions deal with culture and teamwork. True or False

TRUE

Kotter's change model is based on *analyzing where change initiatives go wrong.* True or False

TRUE (Kotter's change model is based on analyzing where change initiatives go wrong, and then explains how to make effective change by steering clear of the pitfalls that unsuccessful changes suffer from.)

Resistance is an inevitable reality of change management. True or False

TRUE (NO matter how well you planned your change efforts, you cannot avoid resistors.)