Question 1

Unfreezing is the change phase in which a situation is prepared for change and felt needs for change are developed.

Accepted Answer

Unfreezing is indeed the change phase in which the current situation is analyzed, and a desire or felt need for change is developed through various means such as creating dissatisfaction with the current situation, establishing a sense of urgency, and building support for change.

Question 2

A performance gap is a discrepancy between a desired and actual state of affairs.

Accepted Answer

A performance gap exists when there is a difference between the desired or expected performance and the actual performance. This can occur in various contexts, such as business, education, sports, or personal development. Identifying and analyzing the factors that contribute to the performance gap can help to develop strategies for improving performance and achieving goals.

Question 3

A manager who uses participation and involvement in order to overcome employee resistance to change will allow others to contribute ideas and help design and implement the change.

Accepted Answer

This statement is true. By involving employees in the change process, they are more likely to feel ownership and buy-in to the change, reducing resistance and increasing the chances of successful implementation.

Question 4

Refreezing is the phase of stabilizing the change and creating the conditions for its long-term continuity.

Accepted Answer

Refreezing is the phase of change management where the change is made permanent and stabilized, creating the conditions for its long-term continuity.

Question 5

Resistance to change can be viewed as feedback that an informed change agent can use constructively to modify a planned change to better-fit situational needs and goals.

Accepted Answer

Resistance to change can provide important insights into the reasons why people are resistant and can help change agents modify their approach to better address concerns and increase buy-in from stakeholders. Therefore, resistance can be viewed as feedback that can be used constructively to improve the planning and implementation of a change initiative.

Question 6

Reactive change is a type of planned change that bends and nudges existing systems and practices to better align them with emerging problems and opportunities.

Accepted Answer

Reactive change is a response to external pressures and problems after they occur, rather than a proactive or planned approach to align systems and practices ahead of emerging issues.

Question 7

A force-coercion strategy for change involves the use of formal authority and/or rewards or punishments.

Accepted Answer

A force-coercion strategy relies on the use of formal authority, threats, or incentives to implement change. It is often used when the change is difficult or unpopular, and can be effective in the short-term but may not promote long-term commitment from employees.

Question 8

Internal forces for change are not as significant to the organization as external forces.

Accepted Answer

Internal forces for change, such as restructuring, new leadership, or technological advancements, can be just as significant as external forces, including market changes, economic conditions, or competition. Both types of forces can have a significant impact on an organization's operations and strategies.

Question 9

Resistance to change must be stopped immediately because it can destroy the planned changed effort.

Accepted Answer

Resistance to change is a natural response and should be managed rather than stopped immediately. Understanding and addressing the concerns behind the resistance can lead to more effective and sustainable change efforts.

Question 10

A manager who uses the rational persuasion change strategy relies on special knowledge,empirical data,and rational argument to bring about change.

Accepted Answer

This is a correct description of the rational persuasion change strategy.

Question 11

External forces for change in contemporary organizations include globalization and market competition,local economic conditions,governmental laws and regulations,technological developments,market trends,and social forces and values.

Accepted Answer

External forces for change in contemporary organizations do include globalization and market competition, local economic conditions, governmental laws and regulations, technological developments, market trends, and social forces and values.

Question 12

A common organizational target for change involves the attitudes and competencies of the employees and the human resource systems that support them.

Accepted Answer

This statement is true. Attitudes and competencies of employees and human resource systems are often targeted for change in organizations.

Question 13

The organizational targets for change include tasks,people,structure,technology,and culture.

Accepted Answer

The targets for change in an organization include tasks, people, structure, technology, and culture.

Question 14

People may not want to change even when conditions require it;consequently,managers and change agents need to deal with people's tendencies to resist change.

Accepted Answer

This statement is true. People often resist change because they are comfortable with the status quo and fear the unknown or potential negative consequences of change. Therefore, managers and change agents must be prepared to address and overcome this resistance in order to successfully implement changes in the organization.

Question 15

The facilitation and agreement approach for overcoming resistance to change involves providing encouragement and training,actively listening to problems,and helping resistors to deal with performance pressures.

Accepted Answer

The answer of The facilitation and agreement approach for overcoming...

Question 16

Political manoeuvring is the version of the force-coercion change strategy that is being used when the change agent takes direct and unilateral action to command that change occurs.

Accepted Answer

Political manoeuvring is part of the rational persuasion or shared power strategy, not force-coercion, which involves using authority or power to enforce change.

Question 17

Change agents who use the rational persuasion change strategy believe they do not need to convince others of the cost-benefit value of the change,since it appears reasonably obvious.

Accepted Answer

Change agents who use the rational persuasion change strategy do believe that they need to convince others of the cost-benefit value of the change, as it may not be obvious to everyone.

Question 18

Changing,the second phase of Lewin's planned organizational change model,can be implemented by identifying new,more effective ways of behaving;choosing appropriate changes in tasks,people,culture,technology,and/or structure;and taking action to put changes in tasks,people,culture,technology,and/or structure into place.

Accepted Answer

This statement accurately describes the second phase of Lewin's planned organizational change model, which is called "changing."

Question 19

Change agents who use the rational persuasion change strategy believe that people are guided by reason in their actions and decision-making,and they use information and facts to communicate the desirability of change.

Accepted Answer

Rational persuasion change strategy involves using information and facts to convince people that change is desirable. Change agents who use this strategy believe that people are rational and logical in their decision-making.

Question 20

Change agents who rely on the shared power strategy believe that people behave as they do because of socio-cultural norms and commitments to others' expectations,and they are sensitive to the way group pressures can support or inhibit change.

Accepted Answer

Change agents who rely on the shared power strategy believe in the influence of socio-cultural norms and group pressures on people's behavior and their ability to support or hinder change.

Quiz 9: Innovation and Organizational Change