Deck 17: Managing Personal and Organizational Change

Question 1

Many people understand that cold, hard facts are not enough to convince someone to change.

Answer 1

False

Question 2

The target of change is the individual or group that wants the behavioral change to happen.

Answer 2

False

Question 3

Ineffective leaders of social movements are highly skilled at giving people hope and faith that change is possible.

Answer 3

False

Question 4

When an individual is attempting significant behavioral change, it is helpful to understand that the mind and body go through stages.

Question 5

Managers need a systematic checklist to follow that keeps team and organizational efforts moving in the right direction.

Question 6

Changing the behavior of people is just as big a challenge in businesses, non-profit organizations, and government agencies as it is in the health-care system.

Question 7

People have to ________ and emotionally let go of the old before they can embrace the new.

A) physically
B) traditionally
C) psychologically
D) none of these

Question 8

What is/are the key(s) to changing thinking and behavior?

A) positive emotional attractor
B) supportive relationships
C) repetition of new behaviors
D) all of these

Question 9

Rather than looking at a situation from the viewpoint of what is wrong and who is to blame for it, appreciative inquiry takes a more negative approach.

Question 10

Many people wanting to change can spend a significant amount of time, even many years, in precontemplation.

Question 11

Employees might worry that a change in work procedures will mean an end to ________ among their work group.

A) camaraderie
B) naps
C) snack time
D) socializing

Question 12

What does a new beginning mean?

A) People have dealt with the losses/endings of the old situation.
B) People are angry and tired.
C) People are ready for something fresh, new, and hopeful.
D) none of these

Question 13

One of your most important challenges as a manager will be to keep people focused on adaptive change to meet the demands of a turbulent and rapidly changing world.

Question 14

A manager can help an employee accept change by helping that person deal with the emotions associated with the ending and the sense of loss.

Question 15

Managers who try to bypass the first four stages of grief and get people to accept changes without grieving the endings often _______.

A) succeed in their change efforts
B) do nothing
C) fail in their change efforts
D) all of these

Question 16

The brutal reality is that, for most people, _____ is remarkably difficult.

A) working
B) change
C) meeting new people
D) criticism

Question 17

What type of reaction might you expect from an individual when changes are imposed from outside?

A) no reaction
B) slight reaction
C) positive reaction
D) strong, emotional reaction

Question 18

What doesn't a new beginning necessarily mean?

A) The change is accomplished.
B) There will be backsliding.
C) both of these
D) neither of these

Question 19

In organizations, changes in job design, technology, or structure may mean that some people will no longer have the same type of _____ or ____ they once had.

A) tasks, environment
B) parking spot, assistant
C) office, desk
D) power, prestige

Question 20

What does changing behavior always depend on?

A) changing people's emotions about the situation
B) changing pay scales
C) negativity bias
D) training and education

Question 21

In what stage do people admit there is a problem but are not ready to do anything about it?

A) preparation
B) contemplation
C) precontemplation
D) active

Question 22

People learn and change because they _____ to, not because they _____ to.

A) want, ought
B) are trying, are being paid
C) ought, want
D) want, are being forced

Question 23

Dalton just started a new job, and he's been late to work five of his first seven shifts. When his supervisor pulled him aside to explain why this was a problem, Dalton became angry and said he couldn't help it. What stage is Dalton in?

A) contemplation
B) maintenance
C) precontemplation
D) action

Question 24

Which stage do people make a commitment to change?

A) preparation
B) contemplation
C) maintenance
D) active

Question 25

Where does the energy for true change come from?

A) Seeing how the change can be positive for individuals and the organization.
B) The administrations objectives.
C) The employers personal gain.
D) none of these

Question 26

_______ engages individuals, teams, or the entire organization in creating change by reinforcing positive messages and focusing on learning from success.

A) Affirmation
B) Appreciate inquiry
C) Direct relationship
D) none of these

Question 27

The key is to frame the issue in a positive way and keep people focused on ______ rather than looking at what went wrong.

A) assumptions
B) attitudes
C) improvement
D) conflict

Question 28

When Sheree introduced a new invoicing system in her office, she calmed everyone's fears by inviting all of the users to practice using the new system repeatedly for a month before actually transitioning to using the new system full time. What did Sheree use to help everyone deal with the change?

A) Positive emotional attractor
B) Support system
C) Repetition
D) Capital thinking

Question 29

Which key helps people learn and practice the new skills and habits needed to change?

A) repetition
B) support system
C) behavioral
D) positive emotional attractor

Question 30

__________ awakens an individual's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings.

A) A positive emotional attractor
B) A supportive relationship
C) Repetitive behavior
D) Optimism

Question 31

About six weeks ago, Annie decided to start living a healthier lifestyle. She's feeling great, but she misses spending time with her friends over pizzas, chicken wings, and beers. So instead she's now inviting her friends to join her for walks, bike rides, and other active outings. Which of the following best describes Annie's current situation?

A) Contemplation
B) Precontemplation
C) maintenance
D) action

Question 32

At what stage is the danger of relapsing to old ways present?

A) maintenance
B) preparation
C) action
D) contemplation

Question 33

Robbie and Becca are planning to start a web design business together. They have high hopes for their success because of Robbie's expertise in marketing and Becca's web design experience. What stage are Robbie and Becca in?

A) design stage
B) dream stage
C) destiny stage
D) discovery stage

Question 34

What key to changing our thinking and behavior involves establishing new, emotional relationships with people that give you hope, make you believe that you can change, and inspire you with the expectation that change will happen?

A) positive emotional attractor
B) support system
C) repetition
D) capital thinking

Question 35

Where should the need for change come from?

A) the individual
B) the manager
C) the imposer
D) the CEO

Question 36

What should you do to be effective managing change?

A) Communicate the urgency for change in a way that touches people's emotions.
B) Be forceful and aggressive with the need for change.
C) Create conflicts and problems so that the change is implemented.
D) Be passive and let the change happen without really helping.

Question 37

What are some important things to remember when communicating change?

A) Change throws everyone into doubt.
B) People don't listen well when they feel anxious.
C) Actions speak louder than words.
D) all of these

Question 38

How can appreciative inquiry accelerate large-scale organizational change?

A) By leading the change.
B) By appropriately framing a topic.
C) By positively engaging a large group of people in the change process.
D) none of these

Question 39

For successful change, reach out to others in the organization and build a strong coalition with __________.

A) compelling attitudes.
B) shared commitment to the need for and possibility of change.
C) market driven goals and objectives.
D) radical ideas.

Question 40

This is typically the shortest of the change stages, during which people consciously attempt to change their habits:

A) contemplation
B) preparation
C) maintenance
D) action

Question 41

What is an important value in a learning organization?

A) Collaboration and communication across departmental and hierarchical boundaries.
B) Traditional management tasks.
C) Self-direction among people.
D) none of these

Question 42

The design group has been working on a highly innovative, experimental engine. After months of fine-tuning the design and building a prototype, their initial tests show that in some ways the engine works even better than they had anticipated. The team members are elated and feel that this short-term accomplishment has given a real boost to the ______ of the process.

A) structure
B) system
C) credibility
D) power

Question 43

Who is the person or group with the power to authorize, provide resources, and legitimize the change?

A) agent
B) sponsor
C) target
D) board of directors

Question 44

For successful change, managers expand their focus to address both ________ and ________ forces at the same time.

A) exterior, interior
B) objective, subjective
C) all of these
D) none of these

Question 45

What do people need to make change happen?

A) time, knowledge, resources
B) more responsibilities, administration
C) obstacles, less power
D) all of these

Question 46

Until the employee attitudes, values, and beliefs are shifted, the __________.

A) change won't stick
B) change is in effect
C) change is done
D) change is on hold

Question 47

Managers consider what __________ training is needed to shape employee attitudes and values toward those needed for the change.

A) performance
B) budget
C) planning
D) personal development

Question 48

In a learning organization, ______ may be reflected in self-directed work teams, quality circles, job enrichment, and employee participation groups as well as through decision-making authority, training, and information so that people can perform jobs without close supervision.

A) conditioning
B) empowerment
C) values
D) none of these

Question 49

What do managers do to keep people poised for change and adaptation?

A) Strive to create the conditions of a learning organization.
B) Change small things constantly.
C) Have meetings to discuss change.
D) none of these

Question 50

Managers should look for ways to __________ the new approach/change.

A) improve
B) cooperate
C) institutionalize
D) achieve

Question 51

As time progresses, the complexities of altering people's _________ begin to overwhelm the supervisor, who may even reach a point of despair that change is really possible.

A) attitudes and behaviors
B) expectations
C) performance
D) none of these

Question 52

Why do managers analyze the organization and the environment?

A) To look busy.
B) To consider personal development.
C) To determine what strategy or course of action can help reach desired goals.
D) none of these

Question 53

Who is the person or group that has the authority to decide which changes will happen in the organization, can communicate the change to employees as a priority, and has the ability to provide resources and reinforcement to make sure the change is successful?

A) agent
B) sponsor
C) target
D) board of directors

Question 54

Changes in formal structures/systems, policies/procedures, measurements, and the basic tools, processes, and resources that the organization uses to accomplish goals are examples of the _______.

A) exhibit
B) culture
C) hard side
D) soft side

Question 55

________ is the force that has enabled Carey to pursue his college degree, even though he can only take one class at a time on top of his full-time job and family obligations.

A) Career
B) Setback
C) Grit
D) Financial gain

Question 56

In a learning organization, what is the basis for information sharing and getting things done?

A) personal assistants
B) productivity ratings
C) informal personal networks
D) a communication network

Question 57

______________ can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and transform itself.

A) grit
B) adaptive culture
C) A learning organization
D) none of these

Question 58

What is the psychological process people go through during a significant change?

A) the change of life
B) process of mid-level managers
C) change as a guide
D) the change curve

Question 59

Employee commitment and buy-in, cultural values, manager attitudes and leadership abilities, and the nature of organizational relationships are part of the change focused on the ________.

A) hard side
B) soft side
C) control system
D) support network

Question 60

A study suggests that nearly _____ percent of all change initiatives crumble simple from lack of attention.

A) 25
B) 50
C) 75
D) 100

Question 61

What are the three key roles involve in organizational change? Give a brief description of what each role does during organizational change.

Question 62

Effective change managers leverage two parts of any change issue: the hard side and the soft side. Explain which side managers feel more comfortable working with and why. Contrast between the two.

Question 63

What are the four stages of the appreciate inquiry process? Tell what happens in each stage.

Question 64

What are the five stages of grief as applied to change management?

Question 65

What are the three transitions that must take place for successful change?

Question 66

Many organizations have become stuck in outmoded cultures that no longer work for a shifting environment. Explain why a strong, adaptive culture is important in a learning organization.

Question 67

What are the eight stages of Planned Organizational Change? Of these, which one do you think is the most important, and why?