Question 1

To change continuously for the better, Georgia-Pacific relies heavily on teamwork.

Accepted Answer

Georgia-Pacific emphasizes the importance of teamwork in its operations, believing that collaboration among employees is crucial for continuous improvement and achieving better outcomes.

Question 2

At Georgia-Pacific, the basic process for creating change is fairly unstructured.

Accepted Answer

Georgia-Pacific, like many large corporations, typically follows structured processes for creating change, involving stages such as planning, communication, implementation, and review to ensure changes are effectively managed and integrated into the organization.

Question 3

Radical change occurs when organizations make minor adjustments in the ways they do business.

Accepted Answer

Radical change refers to fundamental, profound changes in an organization, often involving major shifts in strategy, structure, systems, or processes, not just minor adjustments.

Question 4

The radical change model was developed by social scientist Kurt Lewin.

Accepted Answer

Kurt Lewin developed the radical change model, which is often summarized by the three-step process of unfreezing, changing, and refreezing to facilitate organizational change.

Question 5

During radical change, the transitioning stage occurs between the unfreezing and the freezing stage.

Accepted Answer

In Lewin's change management model, the transitioning stage, also known as the change stage, occurs between the unfreezing stage (where old habits are challenged) and the freezing (or refreezing) stage, where new behaviors are solidified.

Question 6

Bonnie Nixon-Gardiner, of Hewlett-Packard, initiated a code of conduct for her own industry to monitor how employees are treated.

Accepted Answer

Bonnie Nixon-Gardiner, while at Hewlett-Packard, was instrumental in initiating a code of conduct within the electronics industry, focusing on the treatment and welfare of employees. This effort was part of a broader initiative to improve corporate social responsibility and ethical practices in global supply chains.

Question 7

Reactive change can be incremental or radical.

Accepted Answer

Reactive change, which occurs in response to external pressures and challenges, can be incremental (small adjustments) or radical (major transformations) depending on the nature and intensity of the forces prompting the change.

Question 8

Incremental anticipatory change is future-oriented and involves constant tinkering and improvements.

Accepted Answer

Incremental anticipatory change is indeed future-oriented, focusing on making continuous, small adjustments and improvements to avoid larger problems in the future.

Question 9

By its nature, chaotic change is difficult to manage.

Accepted Answer

Chaotic change is unpredictable and lacks a clear pattern or structure, making it challenging to manage or control effectively.

Question 10

Innovation and change will occur without disorder if the seven steps that constitute the basic components of a change process must be followed in their proper sequence.

Accepted Answer

Innovation and change can still lead to disorder even when following a structured process, as unpredictability and resistance are inherent aspects of change management. The seven steps can guide the process but cannot guarantee the absence of disorder.

Question 11

A roofing company that receives a large number of water damage claims has probably done a good job of communicating a vision for the future to employees.

Accepted Answer

Receiving a large number of water damage claims typically indicates issues with the quality of the roofing work, not the effectiveness of communication regarding the company's vision.

Question 12

The aim of organizational diagnosis is to identify both the nature and the extent of problems.

Accepted Answer

Organizational diagnosis aims to understand the current state of an organization by identifying both the nature (what the problems are) and the extent (how severe or widespread the problems are) of its problems, in order to inform effective interventions and improvements.

Question 13

Organizations often hire outside consultants to assist with problem diagnosis because they may be better able to conduct interviews and interpret data in an unbiased manner than insiders.

Accepted Answer

Outside consultants can provide an objective perspective, free from internal politics or biases, which can lead to more accurate problem diagnosis and effective solutions.

Question 14

For major change efforts, the organization's action plan can be quite complex and may not be easily understood by most employees.

Accepted Answer

Major change efforts often involve complex processes and strategies that can be difficult for employees to fully understand without clear communication and education.

Question 15

For change to be effective, it is best to avoid setting specific goals and timetables, because they are not likely to be achieved anyway.

Accepted Answer

Setting specific goals and timetables is crucial for effective change as it provides clear direction, motivates individuals, and allows for the tracking of progress.

Question 16

In the Self-Management Competency feature, the Reactions to Change questionnaire helps individuals gain more awareness of their feelings about change.

Accepted Answer

The Reactions to Change questionnaire is designed to help individuals understand and become more aware of their feelings and attitudes towards change, which is a key aspect of self-management competency.

Question 17

In the Reactions to Change questionnaire, an individual who scored 10 or higher feels reacting to change is a burden and would try to avoid changes that will cause frustration.

Accepted Answer

The answer of In the Reactions to Change questionnaire, an...

Question 18

Some resistance to change can be good, with employees operating as a check-and-balance mechanism to ensure that management properly plans and implements change well.

Accepted Answer

Resistance to change can act as a constructive feedback mechanism, encouraging thorough planning and careful implementation of new initiatives, ensuring they are well thought out and beneficial to the organization.

Question 19

Communication, delegation, and incentives are three methods used by managers to overcome resistance of employees.

Accepted Answer

The answer of Communication, delegation, and incentives are three methods...

Question 20

People who have vested interests in maintaining things as they are often embrace change.

Accepted Answer

People with vested interests in maintaining the status quo are typically resistant to change because it threatens their current advantages or positions.

Quiz 12: Guiding Organizational Change and Innovation