Question 1

According to the coach image of change, vision emerges from the clash of chaotic and unpredictable change forces.

Accepted Answer

In the coach image of change, vision is seen as a guiding framework for change, not something that emerges from chaotic and unpredictable forces. The coach focuses on guiding and facilitating change rather than reacting to chaotic change forces.

Question 2

According to William Gardner and Bruce Avolio, _____ is the art of managing that includes influencing others to accept a leader's interpretation of the vision by stressing its importance and aligning it with their values.
A) framing
B) scripting
C) staging
D) performing

Accepted Answer

The definition provided in the question refers to framing, which is the act of shaping how others perceive and interpret a situation or message. This is a key aspect of effective leadership, as it helps leaders to communicate their vision and rally others around a common goal. While scripting, staging, and performing may also be relevant to leadership in certain contexts (e.g. in public speaking or organizational communication), they do not capture the specific concept of framing as described in the question.

Question 3

According to Holpp and Kelly, the _____ approach to developing vision relies on the use of imagination and imagery to encourage staff to participate in vision development.
A) intuitive
B) analytical
C) benchmarking
D) participative

Accepted Answer

Holpp and Kelly describe the intuitive approach as one that uses imagination and imagery to involve staff in the development of a vision, emphasizing the importance of intuition and creativity in the process.

Question 4

_____ defines the reason for the existence of an organization.
A) Core value
B) Core purpose
C) Turnover vision
D) Contingency plan

Accepted Answer

Core purpose defines the reason for the existence of an organization. Core values are principles and beliefs that guide the behavior and decisions of an organization. Turnover vision and contingency plan are not related to the reason for the existence of an organization.

Question 5

According to John Kotter, effective visions are focused enough to guide decisionmaking yet are flexible enough to accommodate individual initiative and changing circumstances.

Accepted Answer

John Kotter suggests that effective visions should provide enough guidance to people to make decisions, but should also allow for flexibility so that individual initiative can be taken and changing circumstances can be accommodated.

Question 6

Core values are durable guiding principles.

Accepted Answer

Core values are enduring beliefs and principles that guide an individual or organization's behavior and decision-making processes. They serve as a foundation for their culture, identity, and vision. As such, core values are typically long-lasting and resistant to change.

Question 7

According to Lipton, which of the following is NOT a key way in which skillful visions can benefit organizations?
A) Enhancing performance
B) Recruiting talent
C) Focusing on decisionmaking
D) Causing employees to lose faith in their leader

Accepted Answer

Lipton lists three ways that skillful visions can benefit organizations: enhancing performance, recruiting talent, and focusing on decision-making. Losing faith in a leader is not a benefit of skillful visions.

Question 8

While some visions stand the test of time and remain applicable and adaptable to new situations and environments, others need to be overhauled in order to remain relevant.

Accepted Answer

Some visions and ideas may gradually become outdated, ineffective or irrelevant due to changes in societal or technological developments, changing global contexts or evolving customer needs. Therefore, it may be necessary to revise or revamp them to maintain their relevance and applicability over time.

Question 9

According to Nutt and Backoff, the _____ approach to crafting a vision is one in which the CEO provides the strategic vision for an organization.
A) leader-dominated
B) pump-priming
C) facilitation
D) desperation

Accepted Answer

Nutt and Backoff describe the "leader-dominated" approach as one in which the CEO provides the strategic vision for the organization.

Question 10

According to Holpp and Kelly's approaches to developing vision, the benchmarking approach is more internally focused, whereas the intuitive and analytical approaches have an external focus.

Accepted Answer

According to Holpp and Kelly, the benchmarking approach has an external focus, while the intuitive and analytical approaches are internally focused.

Question 11

According to Nutt and Backoff, the _____ approach to crafting vision is one in which the CEO provides visionary ideas and gets selected individuals and groups within an organization to further develop these ideas within some broad parameters.
A) leader-dominated
B) pump-priming
C) facilitation
D) liberation

Accepted Answer

The pump-priming approach involves the CEO initiating visionary ideas and then allowing selected individuals and groups to further develop these ideas within broad parameters, which aligns with the description provided.

Question 12

According to Nutt and Backoff, rigid organizations have a context in which visionary processes are likely to be most successful.

Accepted Answer

According to Nutt and Backoff, flexible organizations have a context in which visionary processes are likely to be most successful.

Question 13

A vision is most likely to fail if it is _____.
A) too relevant
B) too realistic
C) too adequate
D) too complex

Accepted Answer

A vision that is too complex can be difficult to understand and implement, leading to confusion and ultimately failure. A successful vision should be clear and concise, making it easy for everyone to understand and work towards.

Question 14

Ira Levin argues that some vision statements have a "bumper sticker" style, based on jargon and fashionable terms.

Accepted Answer

Ira Levin argues that some vision statements have a "bumper sticker" style, based on jargon and fashionable terms.

Question 15

It is more important to create an organization with a vision than to have a charismatic chief executive with a personal vision.

Accepted Answer

While a charismatic chief executive with a personal vision may provide short-term inspiration and direction, a sustainable and successful organization requires a shared vision that goes beyond any one individual leader. A strong organizational vision helps align all members of the organization towards a common goal and creates a sense of purpose that drives motivation and decision-making.

Question 16

According to William Gardner and Bruce Avolio's dramaturgical perspective of the processes used by leaders to enact their visions, "staging" refers to the final enactment of a vision.

Accepted Answer

Staging, in the context of Gardner and Avolio's dramaturgical perspective, refers to the preparation or setting up of conditions before the actual enactment of a vision, not the final enactment itself.

Question 17

According to Holpp and Kelly, the _____ approach to developing vision requires focusing on the actions and standards utilized by the organization's toughest competitors.
A) intuitive
B) analytical
C) benchmarking
D) participative

Accepted Answer

The approach described by Holpp and Kelly is benchmarking, which involves looking at the practices and standards of competitors to improve one's own performance. This approach is more analytical and objective than an intuitive or participative approach.

Question 18

A lack of vision is associated with organizational decline and failure.

Accepted Answer

A clear vision provides direction and motivation for an organization. Without it, the organization may struggle to make decisions, prioritize goals, and adapt to changes. As a result, it may decline and eventually fail.

Question 19

According to Holpp and Kelly, the _____ approach to developing vision is the most externally focused.
A) intuitive
B) analytical
C) benchmarking
D) inverted

Accepted Answer

The benchmarking approach involves studying and analyzing successful companies or organizations outside of one's own industry or field. This approach is focused on external factors and is therefore the most externally focused approach out of the options given. The intuitive approach is based on personal experience and feelings, while the analytical approach is focused on data and internal analysis. The inverted approach is not a commonly recognized approach to developing vision.

Question 20

According to William Gardner and Bruce Avolio, _____ is the selection of symbols, artifacts, props and settings to reinforce a vision.
A) framing
B) scripting
C) staging
D) performing

Accepted Answer

Staging is the selection of symbols, artifacts, props and settings to reinforce a vision.

Quiz 6: Vision and the Direction of Change

According to the coach image of change, vision emerges from the clash of chaotic and unpredictable change forces.

According to William Gardner and Bruce Avolio, _____ is the art of managing that includes influencing others to accept a leader's interpretation of the vision by stressing its importance and aligning it with their values.

According to Holpp and Kelly, the _____ approach to developing vision relies on the use of imagination and imagery to encourage staff to participate in vision development.

_____ defines the reason for the existence of an organization.

According to John Kotter, effective visions are focused enough to guide decisionmaking yet are flexible enough to accommodate individual initiative and changing circumstances.

Core values are durable guiding principles.

According to Lipton, which of the following is NOT a key way in which skillful visions can benefit organizations?

While some visions stand the test of time and remain applicable and adaptable to new situations and environments, others need to be overhauled in order to remain relevant.

According to Nutt and Backoff, the _____ approach to crafting a vision is one in which the CEO provides the strategic vision for an organization.

According to Holpp and Kelly's approaches to developing vision, the benchmarking approach is more internally focused, whereas the intuitive and analytical approaches have an external focus.

According to Nutt and Backoff, the _____ approach to crafting vision is one in which the CEO provides visionary ideas and gets selected individuals and groups within an organization to further develop these ideas within some broad parameters.

According to Nutt and Backoff, rigid organizations have a context in which visionary processes are likely to be most successful.

A vision is most likely to fail if it is _____.

Ira Levin argues that some vision statements have a "bumper sticker" style, based on jargon and fashionable terms.

It is more important to create an organization with a vision than to have a charismatic chief executive with a personal vision.

According to William Gardner and Bruce Avolio's dramaturgical perspective of the processes used by leaders to enact their visions, "staging" refers to the final enactment of a vision.

According to Holpp and Kelly, the _____ approach to developing vision requires focusing on the actions and standards utilized by the organization's toughest competitors.

A lack of vision is associated with organizational decline and failure.

According to Holpp and Kelly, the _____ approach to developing vision is the most externally focused.

According to William Gardner and Bruce Avolio, _____ is the selection of symbols, artifacts, props and settings to reinforce a vision.