Deck 15: Change, Conflict, and Negotiation

Question 1

Adjustments needed to keep an organization on its chosen path are at the heart of reactive changes.

Answer 1

False

Question 2

David Zugheri, co-founder of First Houston Mortgage provides us with an excellent example of successful change management with his companies "no paper" initiative where he converted the office overnight.

Answer 2

False

Question 3

Sabotage is an example of passive resistance to change.

Answer 3

False

Question 4

Other names for Tuning are preventive maintenance and the Japanese concept of kaizen (continuous improvement).

Question 5

Generally, on-the-job change is more feared than welcomed.

Question 6

An example of a strategic change is switching from building houses to building high-rise apartments.

Question 7

When faced with a change they fear and dislike, employees tend to go through a period of self-doubt.

Question 8

According to change management expert Ichak Adizes, managers should embrace problems because they provide opportunities to manage.

Question 9

Surprise and inertia are among the most common reasons employees resist change.

Question 10

Poor timing and lack of trust are among the reasons why employees resist change.

Question 11

Incremental changes are made in response to unexpected situations.

Question 12

Tuning is the least risky, least intense, and most common type of change.

Question 13

Response patterns tend to be similar when people either like changes or fear and dislike them.

Question 14

According to the Nadler-Tushman model, anticipatory changes are planned changes for expected situations.

Question 15

Re-creation is change that is anticipatory and strategic in the Nadler-Tushman model.

Question 16

The most intense and risky type of organizational change is adaptation.

Question 17

Recently retired Xerox CEO, Anne Mulcahy shared her perspective on change suggesting that it is better to proactive rather than reactive.

Question 18

When people like a proposed change, they typically begin with constructive direction.

Question 19

Because the organization is significantly redirected, Nadler and Tushman call adaptation "frame bending."

Question 20

Nadler and Tushman call re-creation "frame breaking" because it is the most risky type.

Question 21

Top-level managers are the only ones who use the 5P checklist for change agents.

Question 22

A key action step associated with persistence in the 5P checklist is "identify a champion or driver."

Question 23

Getting buy-in and building trust are among the critical skills for today's change agents.

Question 24

In the facilitation and support strategy for overcoming resistance to change, negotiating for cooperation is involved.

Question 25

According to the OD process, refreezing is necessary before the change has been introduced.

Question 26

A cup of coffee is a simple metaphor that characterizes OD.

Question 27

One of the objectives of organization development is to strengthen interpersonal trust.

Question 28

Guidelines from Debra Meyerson's research on tempered radicals suggest that they should be authentic and they should build a strong support network.

Question 29

Tempered radicals can be described as individuals who want to rock the boat and then jump out when the going gets tough.

Question 30

When managers selectively withhold information and consciously arrange events to increase the chance that a change will be successful, co-optation has taken place.

Question 31

The education and communication strategy emphasizes prevention rather than a cure for overcoming resistance to change.

Question 32

Grassroots change occurs from the top-down, rather than from inside the organization.

Question 33

A major drawback of explicit and implicit coercion is that it can be risky if it leaves people mad at the initiators.

Question 34

"Think big for small results" is a practical guideline for tempered radicals.

Question 35

When trying to get employees to overcome their resistance to change, it is never appropriate to rely on manipulation such as withholding information.

Question 36

"Participation" in the 5P checklist for change agents involves building broad and powerful support.

Question 37

The practice of management becomes more systematic through organization development.

Question 38

In these fast-paced times, managers need to be passive observers of change rather than active agents of change.

Question 39

The lack of competing commitments is one reason people resist change.

Question 40

Organization development (OD) involves planned change.

Question 41

The competitive conflict mode is associated with a win-lose attitude.

Question 42

Negotiation is a decision-making process between parties with different preferences.

Question 43

Compromise is one technique that can be used to resolve conflict but good negotiation skills are required for long-term success.

Question 44

Cooperative conflict generally serves the best interests of both parties.

Question 45

Reliance on formal authority and the power of superior position is at the heart of the conflict resolution technique called forcing.

Question 46

Problem solving is one approach that focuses on the source of conflict rather than personalities or scapegoats.

Question 47

Americans have a cultural tendency toward win-lose relationships.

Question 48

A win-at-any-cost attitude is at the heart of effective negotiation.

Question 49

"Planning" is the step in the five Ps checklist for change agents.

Question 50

A conflict trigger is a circumstance that increases the chances of intergroup or interpersonal conflict.

Question 51

Personality clashes and time pressure are common conflict triggers.

Question 52

In the cooperative conflict cycle, cooperative goals are essential.

Question 53

Problem solving and negotiated compromise are the only tow approaches to change that lead to long-term resolution.

Question 54

Cooperative conflict requires a win-win attitude.

Question 55

Any conflict will become worse with a win-win attitude.

Question 56

The status differentials technique involves identifying the causes of problems.

Question 57

The cycle of competitive conflict involves mistrust and disbelief.

Question 58

Smoothing and superordinate goals are the only approaches that solve the underlying sources of conflict.

Question 59

When Jack, a production supervisor says to his employee, "don't rock the boat, things will work out by themselves," he is using the superordinate conflict resolution technique.

Question 60

According to researchers and Dean Tjosvold, conflict is a negative and destructive aspect of organizational life.

Question 61

According to Steve Albrecht, added value negotiating leads to healthy long-term relationships because it's based on openness and a commitment to value.

Question 62

______ change involves subsystem adjustments needed to keep the organization on its chosen path.

A) Exponential
B) Strategic
C) Anticipatory
D) Reactive
E) Incremental

Question 63

David Zugheri, co-founder of First Houston Mortgage attempted to implement a _________ overnight, providing us with an example of how not to initiate change.

A) new shredding service
B) wireless printer network
C) paperless office
D) new credit reporting system
E) required fitness program

Question 64

During negotiations, a person's BATNA would be their bottom line, what they are willing to accept.

Question 65

According to Anne Mulcahy retired CEO of Xerox, when it comes to change it helps to be ________ rather than __________.

A) proactive; reactive
B) strategic; proactive
C) tuning; strategic
D) anticipatory; proactive
E) reactive; proactive

Question 66

AVN stands for "A Virtual Negotiation."

Question 67

____ change is not represented on either the vertical axis or horizontal axis of the Nadler-Tushman model.

A) Incremental
B) Reactive
C) Strategic
D) Segmented
E) Anticipatory

Question 68

Robert Dantos is a manager of a freight shipping company. Recently, the company added a night shift to meet unexpectedly high demand. This is an example of what type of change?

A) Timed
B) Exponential
C) Incremental
D) Anticipatory
E) Reactive

Question 69

The first step of AVN involves finding some common ground as a basis for negotiation.

Question 70

According to the Nadler-Tushman model, micro-chip factory managers are using what type of organizational change when they try to stay ahead of things through daily continuous improvements in all areas?

A) Reorientation
B) Adaptation
C) Strategic
D) Reactive
E) Tuning

Question 71

The bargaining zone refers to the gap between two negotiators' BATNAs.

Question 72

Added value negotiating is a five-step process involving the development of multiple deals that add value to the negotiating process.

Question 73

Designing alternative deal packages is one of the keys to successful added value negotiating (AVN).

Question 74

When negotiating, the first place to start is by asking about the other party's BATNA.

Question 75

The "green-light zone" involves two negotiators' overlapping interests, where agreement is possible.

Question 76

____ changes are planned and based on expected situations.

A) Exponential
B) Anticipatory
C) Strategic
D) Incremental
E) Reactive

Question 77

According to best selling author, Steven Covey, parties should find the "Third Alternative" in win-win negotiations as there is plenty for everybody.

Question 78

The top three challenges for CEO's are flexibility, adaptability, and

A) quality control.
B) speed.
C) outsourcing.
D) profit maximization.
E) integrity.

Question 79

Because it forces the parties into single outcome negotiations, added value negotiating (AVN) is useful.

Question 80

According to the Nadler-Tushman model, __________ changes are necessary as a result of unexpected environmental events or pressures.

A) Forced
B) Anticipatory
C) Reactive
D) Strategic
E) Expedient