Deck 2: Theories of Effective Change Implementation

Question 1

Based on Lewin's Change Model, moving is found in which stage?

A) Stage 1
B) Stage 2
C) Stage 3
D) Stage 4
E) Stage 5

Answer 1

B

Question 2

Effective change involves:

A) content
B) process
C) what is being changed
D) how are the changes being implemented
E) all of the above

Answer 2

E

Question 3

Behavior (B) is a function of the person himself (P) and the environmental context (E) in which that person operates. Therefore:

A) B * ƒ (P, E)
B) B + ƒ (P, E)
C) B = ƒ (P, E)
D) ƒ (P, E) = B
E) none of the above

Answer 3

C

Question 4

Company X recently went through a process of major and shared diagnoses of their internal barriers in order to improve performance. Based on Lewin's Change Model, this is in .

A) Stage 1: unfreezing
B) Stage 3: refreezing
C) Stage 2: moving
D) all of the above
E) none of the above

Question 5

To understand or to predict behavior, the person and his/her environment have to be considered as one constellation of factors. The person and his context, in that view, are variables shaping behavior.

A) interdependent; dependence
B) dependence; interdependent
C) incremental; interdependent
D) interacting; interdependent
E) none of the above

Question 6

According to Lewin, the way to motivate an individual to change is to create a sense of with the .

A) best; satisfaction; organization
B) worst; satisfaction; organization
C) optimum; equilibrium; status quo
D) only; disequilibrium; status quo

Question 7

take(s) as a starting point for change the work that needs to be undertaken in order for a unit to achieve outstanding performance.

A) task assignment
B) shifts in organizational effectiveness
C) performance perspective
D) task alignment
E) none of the above

Question 8

The term "unfreezing" refers to:

A) creating a warmer, more personal climate in the organization.
B) mutual engagement.
C) creating dissatisfaction with the status quo.
D) using conflict resolution to resolve longstanding problems in the organization.
E) none of the above

Question 9

Which of the following is NOT considered to be a part of the external environment based on the Congruence Model of Effectiveness?

A) company's financial position
B) labor market
C) government regulations
D) customer trends
E) none of the above

Question 10

ABC Inc. recently trained employees for newly required skills. This is an example of Lewin's Change Model, in .

A) Stage 1: unfreezing
B) Stage 3: refreezing
C) Stage 2: moving
D) all of the above
E) none of the above

Question 11

The effectiveness of organizations will be determined by a state of congruence between people, process, structure, values, and environment. Such underlying assumption is based on which organizational development perspectives?

A) system perspective
B) alignment perceptive
C) participation perspective
D) teamwork perspective
E) problem-solving perspective

Question 12

The group is (are) the shared expectations of how group members ought to behave.

A) standards
B) changes
C) norms
D) policy
E) association

Question 13

Based on Lewin's Change Model, the order of stages are:

A) unfreezing, moving, refreezing.
B) moving, refreezing, unfreezing.
C) unfreezing, freezing, moving.
D) moving, unfreezing, refreezing.
E) none of the above

Question 14

In Lewin's view, getting group members to change their behaviors, and having those new behaviors become lasting rather than fleeting, involves breaking a(n) " ."

A) social habit
B) social status
C) organizational culture
D) group culture
E) none of the above

Question 15

To be effective, a change leader's initial task is to create .

A) behavior
B) characteristics
C) business processes
D) relationship
E) unfreezing

Question 16

In managing change, conflict:

A) is always a positive force.
B) is never a positive force.
C) should be avoided at all cost.
D) should be managed collaboratively.

Question 17

In the Congruence Model of Effectiveness, the Internal Context refers to:

A) organizational purpose.
B) strategy.
C) business model.
D) organizational design.
E) all of the above

Question 18

Company X recently merged with Company Y. After extensive discussions with employees from both companies, a new direction was identified. The executives decided to create a new structure to reinforce this move. This is an example of Lewin's Change Model in which stage?

A) Stage 1: unfreezing
B) Stage 3: refreezing
C) Stage 2: moving
D) all of the above
E) none of the above

Question 19

offers a complex and systemic perspective on how and why people behave and organizations operate.

A) organizational behavior
B) organizational development
C) organizational change
D) organizational policy
E) none of the above

Question 20

Effective organizational change starts with:

A) working to motivate the individual.
B) changing the context of individual behavior.
C) calling in diagnostic consultants.
D) getting funding for the change.
E) none of the above

Question 21

Change implementation should start with shared diagnosis because:

A) it is cheaper to have everyone work on it.
B) it is faster to do it together.
C) it creates agreement about the requirements for change.
D) diagnostic processes frequently contain errors.

Question 22

The organization's external environment refers to the culture and climate of the organization.

Question 23

Which of the following best describes the alternative to content-driven change?

A) employee involvement
B) employee involvement and task alignment
C) task alignment
D) measurement and assessment

Question 24

To break the "social habits" that support current patterns of behaviors, effective implementation needs to start with dissatisfaction, disequilibrium and discomfort.

Question 25

To break the social habits that support existing patterns of behavior, start with creating dissatisfaction and discomfort.

Question 26

Moving refers to members of a group who move from one set of behaviors to another.

Question 27

The three stages in Lewin's model are unfreezing, moving and refreezing.

Question 28

People alignment is the process of:

A) reimbursing employees for visits to the chiropractor.
B) matching the attributes of employees with company strategy.
C) aligning performance with strategy.
D) assisting people with new skills sets.

Question 29

Which of the following is NOT a part of people alignment?

A) assessment of employees
B) recruitment and promotion
C) removal and replacement
D) retraining
E) promotion

Question 30

Based on the congruence model, organizational effectiveness relies on the alignment between the internal context, the external environment and the patterns of employee behavior.

Question 31

Because organizational employees get paid, they are not considered to be a part of the stakeholders of the organization.

Question 32

Telling employees why they need to change will not make them change.

Question 33

Mutual engagement is best described as:

A) a process of building dialogue and commitment among stakeholders.
B) romantic relationships between two or more partners.
C) the alignment of all processes and structures in the organization.
D) the willingness to question assumptions and ideas.

Question 34

The underlying assumption for the alignment perceptive is that the effectiveness of organizations will be determined by a state of congruence between people, process, structure, values and environment.

Question 35

Using the model of effective change implementation, beginning a change process with a new structure, such as a balanced scorecard measuring system, would be considered:

A) an accurate, content-driven move.
B) an implementation trap.
C) a process-driven approach.
D) an example of task alignment.

Question 36

is a programmatic change in which specific programs are used as the centerpiece of implementation.

A) content-driven change
B) organization development
C) process-driven change
D) task alignment

Question 37

Which of the following is NOT an attribute of content-driven change?

A) it is both tangible and measurable
B) it is popular
C) it is standardized
D) it is based on shared diagnosis

Question 38

In order to implement change, focus on individual behaviors first and then on group norms.

Question 39

The organization's internal context refers to patterns of employee behavior.

Question 40

The underlying assumption for the systems perspective is that outstanding performance depends on interactions between and among the multiple elements of organization; between the people, processes, structure, and values of the organization; and between the organization and its external environment.

Question 41

Mutual engagement occurs at the shared diagnosis stage but not during people alignment stage.

Question 42

Asking employees to enact new behaviors can be supported by organizational help in learning new skills.

Question 43

Content-driven change creates an organizational climate in which employees will be motivated to adopt new behaviors consistent with the strategic direction of the organization.

Question 44

Kicking off change implementation with shared diagnosis builds dissatisfaction with the status quo.

Question 45

A task-aligned approach to change implementation motivates people to change their behaviors by focusing on the big picture and feelings of connectedness.

Question 46

The multiple stakeholder perspective represents in part an ethical view of the role of business organizations in the community.

Question 47

Effective change implementation does not require new skills and competencies on the part of the organization's employees.

Question 48

Content-driven change is both tangible and measurable.