Question 1

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.

Accepted Answer

Shared diagnosis helps in creating a consensus about what needs to change, ensuring that the efforts towards change are aligned and based on a common understanding of the issues at hand.

Question 2

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

Accepted Answer

The organization's external environment actually refers to the factors, forces, situations, and events outside the organization that affect its performance, such as competitors, market trends, regulatory changes, and economic conditions. The culture and climate pertain to the internal environment of the organization.

Question 3

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

Accepted Answer

The alternative to content-driven change emphasizes both employee involvement and task alignment, ensuring that employees are engaged in the change process and that the tasks are aligned with the overall goals of the organization. This approach contrasts with a purely content-driven change, which focuses on the specific changes to be implemented without necessarily considering how those changes are integrated into the organization or how employees are involved in the process.

Question 4

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

Accepted Answer

Dissatisfaction, disequilibrium, and discomfort are often necessary to motivate individuals to break away from existing social habits and patterns of behavior, as they create a perceived need for change and encourage the adoption of new practices.

Question 5

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

Accepted Answer

Creating dissatisfaction and discomfort with current behaviors can motivate individuals to seek change, thereby breaking social habits that support existing patterns of behavior. This approach is based on the principle that dissatisfaction is a key driver for change, encouraging individuals to move away from the status quo and adopt new behaviors.

Question 6

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

Accepted Answer

Moving in the context of group dynamics refers to the process where members of a group change their behavior, attitudes, or beliefs to align with a new set of norms, goals, or expectations, effectively moving from one set of behaviors to another.

Question 7

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

Accepted Answer

Lewin's model of change consists of three main stages: unfreezing (preparing for change), moving (implementing change), and refreezing (solidifying the change).

Question 8

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.

Accepted Answer

People alignment is the process of matching the attributes of employees with company strategy.

Question 9

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

Accepted Answer

The answer of Which of the following is NOT a...

Question 10

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

Accepted Answer

The congruence model posits that organizational effectiveness is achieved when there is a fit or alignment between the organization's strategy, structure, and processes (internal context), the demands of the external environment, and the behavior and characteristics of individuals within the organization.

Question 11

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

Accepted Answer

Employees are considered stakeholders because they have a vested interest in the company's success, as it affects their job security, salary, and career progression.

Question 12

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

Accepted Answer

Simply explaining the need for change is often insufficient; employees may require additional motivation, support, and involvement to embrace change effectively.

Question 13

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.

Accepted Answer

Mutual engagement refers to the process of building dialogue and commitment among stakeholders, emphasizing collaboration and shared understanding in a group or organizational context.

Question 14

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.

Accepted Answer

The alignment perspective posits that organizational effectiveness is achieved when there is a state of congruence or fit among the various elements within the organization, such as people, processes, structure, values, and the external environment.

Question 15

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.

Accepted Answer

Beginning a change process with a new structure like a balanced scorecard without first ensuring understanding and buy-in can be seen as an implementation trap, as it might focus too much on the tool rather than on engaging people and aligning it with the overall strategy and culture.

Question 16

________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

Accepted Answer

Content-driven change is characterized by the use of specific programs as the centerpiece of implementation, focusing on the content or substance of what is being changed.

Question 17

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

Accepted Answer

The answer of Which of the following is NOT an...

Question 18

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

Accepted Answer

Focusing on group norms first can create a supportive environment that encourages individual behavior change, making it more effective.

Question 19

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

Accepted Answer

The organization's internal context includes elements such as organizational culture, structure, governance, resources, and processes, not just patterns of employee behavior.

Question 20

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.

Accepted Answer

The systems perspective emphasizes that outstanding performance in an organization is the result of effective interactions among its various components (people, processes, structure, and values) as well as between the organization and its external environment, highlighting the importance of considering the organization as a whole rather than in isolated parts.

Quiz 2: Theories of Effective Change Implementation

Change implementation should start with shared diagnosis because:

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

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

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

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

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

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

People alignment is the process of:

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

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

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

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

Mutual engagement is best described as:

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.

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:

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

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

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

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

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.