Deck 22: Introducing and Managing Change

Question 1

Which of the following is not related to monitoring the progress of a change process?

A) Holding a ceremony to clearly mark the end of the current era
B) Ensuring that the team can see how well the change is progressing
C) Getting feedback from employees about what is working well and what needs improving
D) Celebrating achievements as the change progresses
E) Expressing appreciation of individual and team efforts and achievements

Answer 1

A

Question 2

If organisations that fall within the pattern of the S-curve of change fail to make great 'leaps', they will:

A) grow.
B) prosper.
C) enjoy stability.
D) decline.
E) None of these responses are correct.

Answer 2

D

Question 3

The strategy that is likely to be most effective in countering resistance to change is:

A) offering monetary incentives.
B) consulting people about the change, and having them participate in finding new methods.
C) threatening termination or demotion.
D) to implement the change and then tell people about it once it is too late for them to disagree with it.
E) to always accompany change with new technology to ease the transition.

Answer 3

B

Question 4

Which of the following statements is generally true in relation to predicting resistance to change?

A) The smaller the degree of change and the larger the impact on the work group or organisational culture, the more likely there is to be low resistance and a high chance of success.
B) The larger the degree of change and the larger the impact on the work group or organisational culture, the more likely there is to be some resistance and a moderate chance of success.
C) The smaller the degree of change and the smaller the impact on the work group or organisational culture, the more likely there is to be low resistance and a high chance of success.
D) The larger the degree of change and the larger the impact on the work group or organisational culture, the more likely there is to be some resistance and a moderate to high chance of success.
E) The larger the degree of change and the smaller the impact on the work group or organisational culture, the more likely there is to be high resistance and a low chance of success.

Question 5

An action plan for change should include:

A) clear plans about who is to do what, and when and how, in order to achieve the desired goal.
B) a brainstormed list of all the action steps required to move towards the goal.
C) a review and sequencing of all the action steps that have been identified.
D) the assignment of start and finish dates to each of the action steps.
E) All of these responses are correct.

Question 6

Explaining why a change is necessary and what it is intended to achieve is part of:

A) addressing people's concerns.
B) creating a common vision.
C) developing a clear action plan.
D) creating a climate of certainty.
E) None of these responses are correct.

Question 7

The two types of change are, first, discontinuous change, which involves step-by-step change, and in which change builds slowly and is based on current practice; and, second, incremental change, which turns things upside-down.

Question 8

Which of the following is an example of an external pressure for change?

A) Competitor activity
B) Greater demands for employee participation
C) New or revised strategic visions
D) Downsizing
E) Outsourcing business operations

Question 9

If those involved in a change process develop feelings of anxiety and frustration, the cause is likely to be:

A) the change initiative not having any serious evaluation of its results.
B) the lack of any genuine attempts to improve upon the change.
C) the lack of a clear shared vision.
D) insufficient resources being allocated to implement the change.
E) the change not being reinforced and rewarded.

Question 10

Once a change is introduced, the next step in the cycle of change is:

A) to gain acceptance of the need for change.
B) to propose new ways and alternatives.
C) to monitor the change and make adjustments and refinements in light of experience.
D) to immediately make 'the new way' the norm.
E) None of these responses are correct.

Question 11

Gap analysis can be used in a change process to:

A) help to achieve clarity as to what a change is meant to achieve.
B) explore the forces favouring change and those resisting it.
C) determine how the change will be implemented.
D) develop an action plan.
E) create a climate of certainty.

Question 12

An employee approaches their manager during a change process and states that they are really sad to see the old system being replaced and apprehensive about the new system. The manager, knowing how inefficient the old system was and how much better the new one will be, should respond by:

A) disregarding the employee's sadness and apprehension; they will see how good the change will be soon enough.
B) telling the employee how wrong they are, and that the new system will make things much better.
C) telling the employee their concerns are silly and to 'get on board with the new system', or else they will be left behind.
D) recognising and acknowledging the employee's sadness and apprehension by listening to their concerns, and then sensitively reassuring them.
E) None of these responses are correct.

Question 13

Which of the following is a strategy aimed at reducing people's anxiety and reassuring them about change?

A) Telling employees only what they need to know about the change
B) Keeping quiet during a change process when there is nothing new to communicate
C) Giving plenty of individual and team feedback about how the change is progressing and how people's efforts and support are helping
D) Allowing the 'grapevine' to informally spread information among staff about aspects related to a change
E) All of these responses are correct.

Question 14

Participation in a change process can involve:

A) creating.
B) rethinking.
C) redesigning.
D) reorganising.
E) All of these responses are correct.

Question 15

Even where a change management initiative outlines new goals, systems and structures, and addresses technical practicalities, it is almost certain to fail if it cannot change people's behaviours.

Question 16

When introducing change, to give it the best chance of success, an organisation should:

A) aim for cooperation, not compliance.
B) build employee feedback into the change process.
C) seek people's ideas and input.
D) share pressures, problems and concerns.
E) All of these responses are correct.

Question 17

To successfully create a climate of certainty during a change process, it is important to explain what will change and why, but also to outline what will not change.

Question 18

Within a team, who should be able to monitor progress during a change process?

A) The team leader
B) The manager in charge of the change
C) Specifically appointed individuals within the team
D) Everyone within the team
E) No one; this is the responsibility of senior management.

Question 19

A new law regulating safety in the workplace that organisations must make changes to comply with is an example of a pressure for change caused by:

A) privatisation.
B) shareholder demands.
C) internal pressures.
D) legislation.
E) consumer demands.

Question 20

Choose the best answer. The most effective way to provide staff members involved in a change process with a sense of achievement is for a manager to:

A) set short-term goals for groups to work towards.
B) set long-term goals for groups to work towards.
C) set short-term goals for individuals to work towards.
D) set long-term goals for individuals to work towards.
E) set short-term goals for individuals and groups to work towards.

Question 21

Which of the following causes of resistance to change comes about as a result of an individual worker's personal circumstances, rather than as a result of a manager's inadequate promotion of the change?

A) The reason for a change is not known or understood.
B) The nature of how work will be undertaken after the change is not known or understood.
C) There is a lack of the skills necessary for responding to the change.
D) How a particular role will contribute to making a change a success is not understood.
E) None of these responses are correct.

Question 22

At which stage of accepting change is a worker who is willing to coordinate and cooperate with others to effectively implement a change?

A) The letting go stage
B) The transition stage
C) The new beginnings stage
D) The refocusing stage
E) None of these responses are correct.

Question 23

Which of the following skills may be necessary when promoting or initiating a change process?

A) Conceptual skills
B) Networking skills
C) Conflict management skills
D) Interpersonal skills
E) All of these responses are correct.

Question 24

Choose the best answer. During a change process:

A) people need as much information as possible about the change.
B) people only need some information about the change, but they need it at specific times.
C) people need certain types of information about the change, and they need it at specific times.
D) the less information provided about a change, the easier it will be.
E) information about the change should only be provided when it is asked for.

Question 25

Which of the following employees is likely to be most receptive to change?

A) A worker with strong existing social networks within the organisation
B) A worker who wants to learn and develop their skills
C) A worker with an established position of power and authority
D) A worker in a work group that has firmly entrenched norms and culture
E) A worker who values existing, familiar and predictable routines

Question 26

'I appreciate your concern, and I'll check it out. Meanwhile, what I'd like you to do is use the process I have outlined.' This statement would be appropriate for countering the resistance of:

A) a delayer.
B) a reverser.
C) a threatener.
D) a traditionalist.
E) a passive complier.

Question 27

When a worker seemingly willingly complies with the actions necessary to undertake a change, but does so in a way they know is likely to produce an outcome that is different to what is desired, it is an example of:

A) malicious compliance.
B) passive compliance.
C) vocal resistance.
D) active resistance.
E) coordinated resistance.

Question 28

Which of the following is a strategy that can be used to deal with resisters to change?

A) Show resisters you value them and their skills.
B) Involve resisters as much as you can in designing and building the elements of the change.
C) Nurse resisters along with encouragement and support.
D) Firmly and clearly lay down the actions that are expected of resisters, and check to ensure that these are carried out accordingly.
E) All of these responses may be correct depending upon the circumstances.

Question 29

In what stage of Dr Gene Hall's hierarchy of adopting change are people less worried about themselves in relation to the change and more interested in the change's substantive aspects, such as the reasons for it, its general characteristics and/or its effects?

A) Awareness
B) Informational
C) Personal
D) Management
E) Consequence

Question 30

When answering people's concerns and questions in relation to a change process, it is better to only provide the 'good' news, or information that is positive and will be perceived as such. It is also better to provide misinformation early on about aspects of the change process that are likely to meet with resistance, since these can be corrected later in the process, when the change is progressing more smoothly.