Deck 5: Leading Change and Innovation

Question 1

Which leadership action is LEAST likely to increase flexibility and innovation in an organization?

A) Set challenging innovation goals for members.
B) Leverage learning from surprises and failures.
C) Ensure new knowledge is shared with other members.
D) Ensure that employees understand the formal policies.

Answer 1

D

Question 2

A successful vision for an organization is MOST likely to include which of the following?

A) specific performance objectives with a clear deadline
B) a memorable slogan about the key value to be achieved
C) a list of tangible benefits that members can expect to receive
D) a vivid image of what can be achieved and why it is worthwhile

Answer 2

D

Question 3

Which is MOST likely to be effective for implementing major change?

A) Make followers feel responsible for failure of the old strategy.
B) Provide opportunities to experience early success in implementing change.
C) Emphasize the obstacles so followers will not become complacent.
D) Maintain control over sensitive information about new problems.

Answer 3

B

Question 4

What is the initial stage in the multi-stage model of reaction to change?

A) anger
B) denial
C) mourning
D) regression

Question 5

Which of the following is the MOST useful approach for developing a learning organization?

A) Encourage employees to become specialists in functional areas.
B) Encourage systems thinking by all managers in the organization.
C) Create a reward system that fosters competition among employees.
D) Use imitation of competitors as the primary basis for innovation.

Question 6

Which of the following is LEAST desirable for a vision?

A) leader characteristics
B) follower characteristics
C) both leader and follower characteristics
D) characteristics of the leadership situation

Question 7

The ________-centered approach involves changing work functions by reorganizing the workflow, redesigning jobs to include different activities and responsibilities, modifying authority relationships, changing the criteria and procedures for evaluation of work, and changing the reward system.

A) attitude
B) role
C) technology
D) strategy

Question 8

Which of the following is part of Lewin's model of organizational change?

A) refreezing
B) reinventing
C) reorganizing
D) revitalizing

Question 9

Which approach is LEAST likely to be useful when trying to implement a major change in an organization?

A) Include symbolic changes that will affect the daily activities of members.
B) Select a task force with the skills and values needed to implement the change.
C) Describe the changes as routine, incremental adjustments to avoid upsetting people.
D) Measure the effects of the change on people, processes, and performance.

Question 10

Which of the following was NOT recommended to facilitate acceptance and successful implementation of a major change?

A) Convince people that the change can be made without any difficulties or inconvenience for them.
B) Use ceremonies and rituals to help people deal with the pain of giving up familiar things they value.
C) Create a sense of urgency about the need for change by showing it will be more costly not to change.
D) Demonstrate personal commitment to see the change through to the end, regardless of temporary setbacks.

Question 11

What is the recommended way to deal with someone in a key position who continues to resist change and is likely to sabotage it?

A) Ignore the resistance and try to work around the person.
B) Find a qualified replacement who supports the change.
C) Warn the person to stop resisting the change.
D) Keep asking the person to support the change.

Question 12

Which of the following is LEAST likely to be a reason for resistance by employees to a proposal by top management to change the current strategy?

A) a climate of distrust in the organization
B) fear of losing status and power
C) cynicism about the feasibility of the change
D) resentment of external dependencies

Question 13

Which term is used to describe the process of learning how to make incremental improvements in existing products, services, or processes?

A) exploration
B) extrapolation
C) exploitation
D) innovation

Question 14

Which of the following was NOT recommended when developing a vision for an organization?

A) Rely on your knowledge about organization members as the primary source of ideas for a vision.
B) Identify strategic objectives with wide appeal and use them as a source of insights about shared values.
C) Ensure that the vision is compatible with core competencies in the organization.
D) Continually assess the feasibility of the vision and refine it as new possibilities are discovered.

Question 15

The ________-centered approach to change involves changing mindsets and values with persuasive appeals, training programs, team-building activities, or a culture change program.

A) attitude
B) role
C) technology
D) strategy

Question 16

Which is LEAST likely to be the reason for resistance to major changes in job content and procedures by people who have been doing the job with moderate success for many years?

A) concern about their future job security in the organization
B) concern about not being able to adjust to the necessary changes
C) concern about the high cost to the organization of making the changes
D) a belief that the proposed changes are unnecessary

Question 17

The type of organization culture MOST likely to facilitate long-term performance in a turbulent environment would emphasize the need ________.

A) to improve short-term profits
B) for a powerful and visionary CEO
C) for flexibility and continuous learning
D) for consensus among organization members

Question 18

Which of the following is involved in the role-centered approach to change?

A) changing attitudes with persuasive appeals
B) changing values with a culture change program
C) increasing technical skills with a training program
D) changing the reward system

Question 19

What is the BEST way to describe the essential processes in learning organizations?

A) acquisition of new knowledge by the organization
B) diffusion of new knowledge to people who can use it
C) application of new knowledge by members of the organization
D) acquisition, diffusion, and application of new knowledge

Question 20

Which of the following is part of the attitude-centered approach to change?

A) teambuilding activities
B) reorganization of the workflow
C) revised criteria for evaluation of work
D) modified authority relationships

Question 21

Internal changes in an organization that emphasize economics ________.

A) seek to improve human capability
B) try to increase individual learning
C) make adjustments to compensation
D) strengthen cultural values

Question 22

Despite the extensive literature providing guidance on how to initiate and manage change, it is argued that as much as ________% of change efforts fail to meet expectations.

A) 10
B) 25
C) 50
D) 70

Question 23

A person resists change because, even though it would provide tangible benefits for that individual, it is perceived as unethical or illegal. This is an example of which reason for rejecting change?

A) The leaders are not trusted.
B) The proposed change is inconsistent with values.
C) There is organizational cynicism about change.
D) Leadership is important for the success of most managers.

Question 24

A person resists change because, although it would benefit the organization, it would cause the individual to have to transfer to a new location. This is an example of which reason for rejecting change?

A) The proposed change is not necessary.
B) The proposed change is not feasible.
C) The proposed change is not cost effective.
D) The change would cause personal losses.

Question 25

Which is an example of developmental change?

A) improving communications
B) basic reorganization
C) introduction of new technology systems
D) implementing a new program

Question 26

Which of the following is associated with a change in competitive strategy?

A) introducing new products
B) using sales tracking systems
C) redesigning jobs
D) making persuasive appeals to change values

Question 27

Which activity is associated with internal changes that focus on people?

A) increasing organizational learning
B) downsizing
C) restructuring
D) adjustments to incentives

Question 28

Which is an example of transitional change?

A) routine training
B) improving communications
C) basic problem solving
D) implementing a new program

Question 29

The most extreme type of change is ________ change, which requires dramatic shifts in vision, systems, strategy, or structure.

A) developmental
B) transitional
C) transformational
D) technological

Question 30

Using position power to force change is associated with ________ toward change.

A) increasing the driving forces
B) reducing the driving forces
C) increasing the restraining forces that cause resistance
D) reducing the restraining forces that cause resistance

Question 31

In the ________ phase, people come to realize that the old ways of doing things are no longer adequate.

A) unfreezing
B) changing
C) refreezing
D) reacting

Question 32

Co-opting or removing opponents is associated with ________ toward change.

A) increasing the driving forces
B) reducing the driving forces
C) increasing the restraining forces that cause resistance
D) reducing the restraining forces that cause resistance

Question 33

The feeling, "This isn't happening," is associated with which stage in the reaction to change?

A) adaptation
B) anger
C) denial
D) mourning

Question 34

Which type of change involves using networked workstations, order processing systems, and intranets with groupware for idea sharing among employees?

A) attitude
B) role
C) technology
D) strategy

Question 35

In the ________ phase, the new approach is implemented and it becomes established.

A) unfreezing
B) changing
C) refreezing
D) reacting

Question 36

Which choice correctly orders the four stages of the typical pattern of reactions to changes imposed on people?

A) 1. Denial 2. Mourning 3. Adaptation 4. Anger
B) 1. Anger 2. Mourning 3. Denial 4. Adaptation
C) 1. Denial 2. Anger 3. Mourning 4. Adaptation
D) 1. Anger 2. Denial 3. Adaptation 4. Mourning

Question 37

Compliance with change is likely if people fear punishment for resisting the change, which is called ________ power.

A) legitimate
B) coercive
C) illegitimate
D) dismissive

Question 38

In the ________ phase, people look for new ways of doing things and select a promising approach.

A) unfreezing
B) changing
C) refreezing
D) reacting

Question 39

Which statement regarding the attitude-centered and role-centered approaches to change is true?

A) Either approach can succeed depending on how well it is implemented.
B) The two approaches are incompatible.
C) Beer and colleagues argue that an attitude-centered program is more likely to succeed.
D) Using the two approaches together is not advised.

Question 40

Experiencing repeated, difficult change ________.

A) has effects that are clearly defined by research in the issue
B) is more likely to "inoculate" people and leave them better prepared for future change
C) may leave a person less resilient and more vulnerable to the effects of subsequent change
D) usually has little to no pronounced effect on an individual's future reaction to change

Question 41

A successful vision should be simple enough to be communicated in ________ minutes or less.

A) 1
B) 5
C) 15
D) 30

Question 42

Which of the following is LEAST likely to conduct the diagnosis of the nature of an organizational issue?

A) top management team
B) outside consultants
C) a stakeholder task force
D) government regulators

Question 43

Top management should NOT ________ to facilitate change.

A) provide encouragement
B) give support
C) offer necessary resources
D) dictate the details of how

Question 44

Systems dynamics involve ________.

A) simple relationships
B) single causes and outcomes
C) immediate effects
D) cyclical causality

Question 45

When soliciting the input of key stakeholders to develop a vision, it is often best to begin with ________, the group most likely to have the broad perspective and knowledge necessary to understand the need for change.

A) joint venture partners
B) labor unions
C) junior members of the organization
D) senior executives

Question 46

All of the following are factors that might contribute to organizational cynicism and resistance to change EXCEPT ________.

A) organizational history of layoffs
B) excessive executive compensation
C) self-serving decisions that foster distrust of organizational leaders
D) leaders who are perceived to have legitimate authority

Question 47

________ are tangible outcomes or results to be achieved, sometimes by a specific deadline.

A) Values statements
B) Slogans
C) Strategic objectives
D) Project objectives

Question 48

The essential role of ________ in implementing change is to formulate an integrating vision and general strategy, build a coalition of supporters who endorse the strategy, then guide and coordinate the process by which the strategy will be implemented.

A) subordinates
B) top management
C) outsiders
D) lower-level management

Question 49

Large-scale change in an organization ________.

A) is likely to be successful without the support of top management
B) is always initiated by top management
C) may not involve top management until the process is well underway
D) never requires the replacement of top management

Question 50

A successful vision must ________.

A) promise too much
B) seem impossible to attain
C) be challenging yet believable
D) provoke skepticism

Question 51

A vision ________.

A) tells just what an organization does
B) is typically dull
C) explains why what a company does is worthwhile
D) should not appeal to emotions

Question 52

Knowledge of systems dynamics is helpful for ________.

A) both identifying the nature of a problem and for anticipating the likely effects of changes made to resolve it
B) identifying the nature of a problem but not for anticipating the likely effects of changes made to resolve it
C) anticipating the likely effects of changes made to resolve a problem but not for first identifying the nature of a problem
D) neither identifying the nature of a problem nor anticipating the likely effects of changes made to resolve it

Question 53

Another common phenomenon of systems dynamics is a reinforcing cycle wherein ________.

A) small changes grow into much bigger changes
B) big changes devolve into much smaller changes
C) resulting changes are always desirable
D) resulting changes are never desirable

Question 54

When changes in the environment are gradual and no obvious crisis has occurred, ________.

A) it is essential to create a sense of urgency about the need for change
B) most people will succeed in recognizing the emerging threats or opportunities
C) the leader should push for incremental adjustments
D) it is not the leader's responsibility to help people understand the problems necessitating change

Question 55

________ are statements used to summarize and communicate values in simple terms.

A) Values statements
B) Slogans
C) Strategic objectives
D) Project objectives

Question 56

The development of a vision is a(n) ________.

A) interactive process
B) straight, direct route
C) simple progression from vision to strategy
D) linear progression from strategy to actions

Question 57

The optimal pace and sequencing of desired changes in an organization ________.

A) has been extensively studied and researched
B) is the rapid introduction of changes to prevent the buildup of resistance
C) is not the gradual introduction of change
D) has not been definitively determined

Question 58

Which of the following is NOT an example of how visions influence change?

A) People will feel that the sacrifices and hardships change requires are justified.
B) A sense of continuity is created for followers.
C) There is hope and faith that a better future will be attained.
D) Some of the work required to achieve change is outsourced.

Question 59

The creation of a successful vision is usually ________.

A) the work of a single, heroic leader
B) done in a single moment of revelation
C) a collaborative effort of many different people in the organization
D) generated by a mechanical formula

Question 60

Instituting popular change programs ________.

A) never fail to solve organizational problems
B) can't make problems in an organization worse
C) may cause benefits in one part of the organization but fail to improve overall performance
D) is a way to solve institutional problems without first doing a diagnosis of the issue

Question 61

Easy access to information about an organization's operations ________.

A) is the enemy of learning
B) is too risky in today's competitive world
C) facilitates the acquisition of knowledge
D) should not include problems and failures

Question 62

Mental models help to explain why people may discount or ignore unexpected information that does not fit their theories or assumptions about how things work.

Question 63

A guideline for creating a vision is to not involve too many stakeholders but to involve just the key stakeholders who comprise the board of directors, top executive team, and the outside investors.

Question 64

Careful diagnosis to determine the reasons for an organizational problem is essential before implementing a change program to deal with the problem.

Question 65

Which of the following is an example of a people-oriented action a leader can take to facilitate the successful implementation of change?

A) identifying likely supporters
B) making symbolic changes that affect the work
C) creating a coalition to approve changes
D) creating a sense of urgency

Question 66

Benchmarking includes identifying and imitating the best practices of successful organizations.

Question 67

Making best practices into official doctrine ________.

A) is a very flexible strategy for translating learning into practice
B) is an easily updatable way to formalize institutional learning
C) may end up being used in a way that discourages subsequent learning and innovation
D) is always preferable to posting lessons learned on an interactive network

Question 68

________ involves finding innovative new products, services, processes, or technology.

A) Exploration
B) Extrapolation
C) Exploitation
D) Innovation

Question 69

In organizations focused on change and innovation, who should be empowered to deal with problems and find better ways of doing the work?

A) only the CEO
B) only top management
C) only lower-level employees
D) people at all levels

Question 70

Which of the following is the LEAST formal way to translate learning into practice?

A) written manuals
B) computer files
C) official doctrine
D) interactive network of ideas

Question 71

A vision should be simple, detailed, and grounded in immediate tangible benefits for employees.

Question 72

In order to remain competitive, it is more important for an organization to create new knowledge internally than to obtain it from outside of the organization.

Question 73

The term ________ describes workplaces where the values of innovation, experimentation, flexibility, and initiative are firmly embedded in the culture.

A) learning organizations
B) change agents
C) venture boards
D) innovation teams

Question 74

The practice of examining best practices used in successful organizations is sometimes called ________.

A) exploitation
B) systems dynamics
C) benchmarking
D) diffusion of knowledge

Question 75

Too much emphasis on exploitation can ________.

A) result in increased flexibility
B) discourage development of new products and services
C) excessive costs for acquiring new knowledge
D) steep costs associated with R&D

Question 76

Most resistance to change is the result of ignorance, inflexibility, or self-interest among certain individuals.

Question 77

A mission statement usually describes the key values or ideological themes considered important for an organization.

Question 78

Systems thinking involves understanding the complex interdependencies among organizational processes and how the different parts of the organization are interrelated.

Question 79

Getting advice from consultants who have relevant expertise, hiring outsiders with special expertise, and entering joint ventures with other organizations to increase learning opportunities are all examples of ________.

A) external acquisition of new knowledge
B) systems thinking
C) change agents
D) symbolic changes

Question 80

The term "learning organization" has been used to describe organizations that learn rapidly and use the knowledge to become more effective.