Question 1

Organisation learning is the same as individual learning.

Accepted Answer

Organisation learning refers to the process of an organisation acquiring knowledge, skills, and attitudes through experience, training, and observation. While it may involve individual learning, it also encompasses collective learning, such as sharing best practices, creating a culture of continuous improvement, and adapting to changes in the market and industry. Therefore, it is not the same as individual learning.

Question 2

Knowledge management is more concerned with developing organisational capabilities while organisation learning (OL) is more concerned with technical issues, such as how to store organisation experience.

Accepted Answer

The statement is false. Knowledge management and organization learning both focus on developing organizational capabilities and learning from experiences, and both involve technical issues such as storage and sharing of knowledge. However, organization learning tends to have a broader focus on learning throughout the organization, while knowledge management has a more specific focus on managing knowledge for strategic advantage.

Question 3

In built-to-change (B2C) organisations, information is stored centrally to make it more accessible.

Accepted Answer

In built-to-change (B2C) organizations, information is often decentralized to enhance flexibility and responsiveness, allowing different parts of the organization to access and use information as needed without bottlenecks.

Question 4

Knowledge management (KM) interventions are focused heavily on:
A)codifying tacit knowledge before employees leave their jobs
B)codifying organisation knowledge so it can be accessed and applied to tasks
C)codifying explicit knowledge so it can be readily used by employees
D)sharing knowledge formally across organisational units
E)all of the above

Accepted Answer

The answer of Knowledge management (KM) interventions are focused heavily...

Question 5

In practice, the stages of the self-design strategy:
A)are dependent upon the general prescriptions for change established during stage 1
B)are linear and must be applied in strict succession to be effective
C)are most vulnerable during the assessing stage
D)cannot progress until resistance to change has been eliminated
E)merge and interact iteratively over time

Accepted Answer

The stages of the self-design strategy are not linear and strict in their application. Instead, they are iterative, and they interact with each other over time. The self-design strategy involves multiple iterations of assessing, designing, implementing, and evaluating to continuously improve and refine the change process. Therefore, option E is the best choice as it highlights the iterative nature of the process.

Question 6

Adaptive change generally involves a systematic change process that accounts for multiple features and relationships.

Accepted Answer

Adaptive change requires a thoughtful and strategic approach to account for the many variables involved. This process involves a deep understanding of the current situation, identifying key drivers of change, and developing a plan that addresses those drivers in a coordinated and collaborative way.

Question 7

Laying the foundation for self-designing organisations requires:
A)diagnosis, knowledge and valuing
B)diagnosis, change and evaluation
C)design, assessment and implementation
D)design, change and evaluation
E)knowledge, assessment and evaluation

Accepted Answer

Laying the foundation for self-designing organisations involves diagnosis (to understand current issues and needs), knowledge (to inform design and change strategies), and valuing (to ensure alignment with organizational values and goals).

Question 8

Double-loop learning is also known as:
A)the ladder of inference
B)adaptive learning
C)Model I learning
D)generative learning
E)cyclical learning

Accepted Answer

Double-loop learning is also known as generative learning, which involves questioning and modifying underlying assumptions and norms, rather than just addressing immediate problems.

Question 9

In turbulent environments, built-to-change (B2C) organisations achieve success by identifying future opportunities, organising to take advantage of them and then moving on to the next opportunity when things change.

Accepted Answer

Built-to-change (B2C) organisations are designed to be flexible and adaptable in turbulent environments. They focus on identifying future opportunities, organizing to take advantage of them, and then quickly moving on to the next opportunity when things change. This approach allows them to thrive in uncertain and ever-changing markets.

Question 10

Self-designing organisations are well suited for stable, predictable markets and environments.

Accepted Answer

Self-designing organisations are actually better suited for dynamic, complex and unpredictable markets and environments. They are able to adapt quickly to changing circumstances and innovate in the face of uncertainty.

Question 11

The terms 'organisation learning' and 'knowledge management' are sometimes used interchangeably.

Accepted Answer

While there is some overlap between the two concepts, organization learning refers to the process of creating, retaining, and transferring knowledge within an organization, while knowledge management is a broader term that encompasses various strategies and tools for managing an organization's knowledge resources. However, the terms are often used interchangeably in practice.

Question 12

In built-to-change (B2C) organisations, the organisation must continually make strategic adjustments as part of normal operations.

Accepted Answer

Built-to-change (B2C) organisations are designed to be agile and adaptable, which means that strategic adjustments are a part of their normal operations. They must be constantly evaluating their strategies and making changes to keep up with evolving market conditions and customer needs.

Question 13

The self-design strategy involves:
A)allowing employees greater flexibility in the work they undertake
B)translating corporate values into specific structures, processes and behaviours
C)less involvement from organisation development (OD) practitioners
D)ongoing support from OD practitioners in a continuous change intervention
E)a limited number of hierarchical management levels

Accepted Answer

The answer of The self-design strategy involves:
A)allowing employees greater flexibility...

Question 14

Single-loop learning refers to:
A)drastically challenging the status quo
B)adaptive learning
C)learning from individual mistakes
D)learning how to learn
E)learning how to unlearn

Accepted Answer

Single-loop learning involves making adjustments and corrections to specific actions or strategies without questioning or altering the underlying assumptions or policies. It's about adaptive learning, where individuals or organizations modify their actions in response to changes in the external environment or the outcomes of past actions.

Question 15

The built-to-change (B2C) approach to organisation design is based on the simple fact that most organisations are designed for stability and dependable operations.

Accepted Answer

The statement is true. The B2C approach recognizes that in today's fast-paced and unpredictable business environment, organizations need to be designed for agility, adaptability, and continuous change in order to remain competitive and successful.

Question 16

Learning organisations are those which promote individual learning widely throughout the organisation.

Accepted Answer

The answer of Learning organisations are those which promote individual...

Question 17

Organisation learning is an iterative process of:
A)understanding, integration and application
B)discovery, innovation, application and generalisation
C)curiosity, understanding, production and generalisation
D)discovery, invention, production and generalisation
E)action learning

Accepted Answer

Organizational learning involves discovering new knowledge, innovating on existing processes, applying the new knowledge, and generalizing its application throughout the organization. This iterative process allows for continuous improvement and adaptation to changing environments. Choice B includes all these stages in the process, making it the best choice.

Question 18

Organisation learning interventions emphasise the organisational structures and social processes that:
A)prevent employees from learning and sharing knowledge
B)enable employees to learn and to share knowledge
C)are used to collect, organise and translate information
D)facilitate individual learning
E)enable knowledge to be used to improve performance

Accepted Answer

Organisation learning interventions specifically focus on creating an environment that promotes and enables employees to learn and share knowledge. This includes structures and processes that facilitate knowledge sharing and collaboration among employees. They aim to create a culture of continuous learning and improvement within the organisation.

Question 19

Lawler and Worley stress that unpredictable environments mean all organisations should be built to change.

Accepted Answer

The answer of Lawler and Worley stress that unpredictable environments...

Question 20

Decision making in built-to-change (B2C) organisations is faster because leadership is shared throughout the organisation.

Accepted Answer

In B2C organisations, leadership and decision making are distributed across the organization rather than being centralized, which reduces bureaucracy and enables faster decision making.

Quiz 6: Organisation Development and Change

Organisation learning is the same as individual learning.

Knowledge management is more concerned with developing organisational capabilities while organisation learning (OL) is more concerned with technical issues, such as how to store organisation experience.

In built-to-change (B2C) organisations, information is stored centrally to make it more accessible.

Knowledge management (KM) interventions are focused heavily on:

In practice, the stages of the self-design strategy:

Adaptive change generally involves a systematic change process that accounts for multiple features and relationships.

Laying the foundation for self-designing organisations requires:

Double-loop learning is also known as:

In turbulent environments, built-to-change (B2C) organisations achieve success by identifying future opportunities, organising to take advantage of them and then moving on to the next opportunity when things change.

Self-designing organisations are well suited for stable, predictable markets and environments.

The terms 'organisation learning' and 'knowledge management' are sometimes used interchangeably.

In built-to-change (B2C) organisations, the organisation must continually make strategic adjustments as part of normal operations.

The self-design strategy involves:

Single-loop learning refers to:

The built-to-change (B2C) approach to organisation design is based on the simple fact that most organisations are designed for stability and dependable operations.

Learning organisations are those which promote individual learning widely throughout the organisation.

Organisation learning is an iterative process of:

Organisation learning interventions emphasise the organisational structures and social processes that:

Lawler and Worley stress that unpredictable environments mean all organisations should be built to change.

Decision making in built-to-change (B2C) organisations is faster because leadership is shared throughout the organisation.