Question 1

When a group will lose half of their usual budget allocation as a result of a change, they will resist change because of

Accepted Answer

When a group loses half of their budget allocation, they may see it as a threat to their resources. They may resist change because they feel that it will further diminish their resources and they may not be able to accomplish their tasks as effectively. This can lead to a negative attitude towards change and a desire to maintain the status quo.

Question 2

In action research, analysis is followed by diagnosis.

Accepted Answer

In action research, the diagnosis typically precedes analysis. Diagnosis involves identifying the problem or area for improvement, while analysis involves examining the data collected to understand the problem more deeply and to develop strategies for action.

Question 3

Rory knows that in order to institute real change, he has to overcome individual resistance and group conformity among his staff. This is known as unfreezing.

Accepted Answer

Unfreezing refers to the process of overcoming individual resistance and group conformity in order to create the motivation and willingness necessary for change to occur.

Question 4

Within the framework of action research, diagnosis is analogous to a physician's search to find specifically what ails the patient.

Accepted Answer

Within action research, diagnosis involves identifying the root cause of a problem or issue being studied, much like a physician searches for the specific ailment afflicting a patient.

Question 5

Modifying the companies objectives, policies and routines in response to errors is an example of

Accepted Answer

Modifying the company's objectives, policies, and routines in response to errors requires a higher level of learning than just correcting the errors themselves. This is an example of double-loop learning, where the organization questions its underlying assumptions and values and makes more profound changes to its systems and processes.

Question 6

Harry has tried everything to get his staff to accept the changes that he wants to put in place. His last resort to overcome their resistance is

Accepted Answer

Since Harry has already tried education, communication, facilitation, support, participation, and involvement, his last resort would be manipulation and co-optation. This involves using tactics such as incentives, bonuses, promotions, or other forms of rewards to persuade employees to accept the changes. While not the most ethical approach, it is sometimes necessary to achieve organizational objectives.

Question 7

The changes that Aisha has introduced to his department has gone easily because whenever the department encounters a problem, the department gathers and reviews objectives, policies and standard routines in order to learn. This process is known as

Accepted Answer

The process described involves reviewing objectives, policies and standard routines, which is an example of double-loop learning. Double-loop learning involves questioning the fundamental assumptions and values underlying a problem, and adapting them if necessary, in order to create meaningful change. This is in contrast to single-loop learning, which involves simply making changes to existing routines or processes without questioning their underlying assumptions or values.

Question 8

Driving forces are those that hinder movement from the existing equilibrium.

Accepted Answer

Driving forces are those that cause or facilitate movement towards a new equilibrium, while restraining forces are the ones that hinder movement from the existing equilibrium.

Question 9

Kotter's eight-step plan for implementing change began as a list of common failures of mangers who fail at implementing change.

Accepted Answer

The eight-step plan was developed by John Kotter after observing common failures in change management and organizational transformation processes.

Question 10

One well-documented finding from studies of individual and organizational behaviour is that organizations and their members resist change.

Accepted Answer

This statement is true based on well-documented findings from studies of individual and organizational behaviour. Organizations and their members often resist change due to factors such as fear of the unknown, inertia, and discomfort with new ways of doing things.

Question 11

Cultural diversity and aging populations are examples of the nature of the workplace, one force for organizational change.

Accepted Answer

Cultural diversity and aging populations can bring about a need for organizational changes such as adapting communication styles, adjusting work environments, and implementing diverse hiring practices. This is an example of one force for organizational change.

Question 12

Carrie is resistant to changes taking place in the organization. Her boss suspects that she is doing this because she thinks that she will lose her job if the changes take place. This is known as individual resistance based on

Accepted Answer

Carrie's resistance appears to be motivated by self-interest, specifically the fear of losing her job. This is a common form of individual resistance where employees are concerned about how any changes will affect their own job security or career progression.

Question 13

Allan had a meeting with his staff to help identify the unique qualities and special strengths of his staff and the organization so that these strengths can be built upon to improve performance. This exercise is known as action research.

Accepted Answer

The exercise described is more accurately referred to as a strengths assessment or strengths-based approach, which focuses on identifying and leveraging individual and organizational strengths. Action research involves a cycle of problem identification, action intervention, and reflection to solve organizational problems.

Question 14

The recent turmoil on the financial markets around the world can be considered a force of change for organizations.

Accepted Answer

The recent turmoil on the financial markets can be considered a force of change for organizations as it may lead to new regulations, changes in investor behavior, and shifts in market dynamics that could impact businesses. Organizations may need to adapt and adjust their strategies to remain competitive in such a changing environment.

Question 15

Change agents are usually managers.

Accepted Answer

Change agents can be anyone within an organization, not just managers. They are individuals who drive and facilitate change, and can come from any level or role within the organization.

Question 16

Tim is personally in favour of many of the changes that his organization is attempting to institute, but he fears that group norms will prevent them for being effective. This is known as group inertia.

Accepted Answer

Group inertia refers to the tendency of groups to resist change or maintain the status quo, even if individual members support the change. Tim's fear that group norms will prevent effective change is an example of group inertia.

Question 17

Stabilizing a change intervention by balancing driving and restraining forces is termed unfreezing.

Accepted Answer

Unfreezing is the first step in Lewin's change management model, which involves preparing an organization to accept that change is necessary. Stabilizing a change intervention by balancing driving and restraining forces is more closely related to the 'changing' or 'movement' phase, where new attitudes, values, and behaviors are introduced.

Question 18

Change agents act as catalysts and assume the responsibility for managing change activities.

Accepted Answer

Change agents are individuals or teams who assume responsibility for managing change activities and act as catalysts for the change process. They help organizations to navigate through the change process by providing guidance, support, and expertise in change management.

Question 19

Feeling uniformed about what is happening is a source of organizational resistance to change.

Accepted Answer

The answer of Feeling uniformed about what is happening is...

Question 20

Appreciative inquiry has proven to be an effective change strategy in Canadian organizations.

Accepted Answer

There are numerous cases that demonstrate the effectiveness of appreciative inquiry as a change strategy in Canadian organizations. Researchers and practitioners have reported that AI can facilitate positive and sustainable change by fostering collaboration, engagement, innovation, and a strengths-based mindset. Some examples of Canadian organizations that have successfully applied AI include the University of Alberta, Canadian Mental Health Association, Vancouver Coastal Health, and the Government of Nova Scotia. Additionally, there are Canadian consultants and trainers who specialize in AI and offer workshops, coaching, and resources to support organizations in applying this approach.

Quiz 14: Organizational Change