Question 1

Psychological resistance is internally logical from the perspective of the employees' attitudes and feelings about change.

Accepted Answer

Psychological resistance to change is understandable and internally logical for employees who are attached to their established ways of doing things and may feel threatened by change. Their attitudes and feelings can create a sense of discomfort or concern with the unknown or different. Therefore, psychological resistance is a natural response to change, and it is essential to address it through effective communication, training, and support.

Question 2

Change is any alteration occurring at work or in the work environment that affects the ways in which employees must act.

Accepted Answer

Change refers to any modification that takes place within a work environment, which could be related to the work itself, structure, or procedures. These changes require employees to adapt their behaviors, skills, and attitudes to respond effectively to new situations.

Question 3

Regardless of the nature of the change,some employees will try to protect themselves from its effects.

Accepted Answer

It is human nature to try to protect oneself from the effects of any change, whether it is positive or negative. Some employees may feel threatened by change and may resist it, while others may embrace it and see it as an opportunity for growth and development.

Question 4

Building support for change through manipulation and coercion can sabotage the long-term success of a change program.

Accepted Answer

Building support for change through manipulation and coercion may lead to short-term compliance and buy-in, but in the long run, it can create resistance, resentment, and lack of commitment from employees, which can sabotage the success of the change program. It's important to focus on building genuine engagement, communication, and collaboration with employees to achieve sustainable and meaningful change.

Question 5

Resistance can help identify specific problem areas where a change is likely to cause difficulties,so that management can take corrective action before serious problems develop.

Accepted Answer

Resistance can provide valuable feedback to management about potential issues with implementing change, allowing them to address these concerns before they become major problems.

Question 6

Appreciative inquiry recognizes that people are energized by success and like to publicly celebrate their achievements.

Accepted Answer

Appreciative inquiry is based on the belief that individuals and organizations thrive when they focus on what is working well and build upon their strengths. Celebrating successes and achievements is an important part of this approach, as it helps to maintain a positive and motivated outlook.

Question 7

Feelings are the indirect result of logical thinking.

Accepted Answer

Feelings are a direct response to stimuli or events, and can be influenced by factors such as past experiences, personality and genetics, rather than just logical thinking. Logical thinking may play a role in how we process and interpret events, but it is not the sole cause of our feelings.

Question 8

The vision of an organization typically stretches people beyond their current capabilities and thinking.

Accepted Answer

The vision of an organization is meant to inspire and guide individuals to reach for higher goals and achievements, which typically requires them to stretch beyond their current capabilities and thinking.

Question 9

Logical objections are a type of resistance to change.

Accepted Answer

Logical objections involve questioning the validity, feasibility or practicality of a proposed change, which can sometimes serve as a barrier to implementing new ideas or practices.

Question 10

Resistance to change can be reduced by a broader understanding of employee attitudes and natural reactions to change.

Accepted Answer

By understanding employee attitudes and reactions to change, organizations can take steps to mitigate potential resistance and increase the chances of a successful change implementation.

Question 11

Unless changes can provide benefits above costs,there is no reason for the changes.

Accepted Answer

This statement suggests that changes should be implemented only if the benefits outweigh the costs. If the costs outweigh the benefits, there is no justification for making the changes. Therefore, the statement is true.

Question 12

Double-loop learning prepares the participants to manage future changes even more effectively.

Accepted Answer

Double-loop learning is a holistic approach to learning that seeks to not only address the problem at hand but also the underlying assumptions and values that lead to the problem in the first place. By bringing these implicit assumptions to the surface and critically evaluating them, participants are better equipped to manage future changes even more effectively.

Question 13

Continuous rounds of change can produce negative effects for individuals and corrosive results for the entire organization.

Accepted Answer

Continuous change can lead to change fatigue, stress, and burnout for individuals, which can negatively impact their productivity and morale. Moreover, if change is not managed properly, it can create chaos, confusion, and resistance within the organization, ultimately leading to its failure. Therefore, it is essential to balance change with stability and ensure that change efforts are well-communicated, realistic, and aligned with the organization's objectives.

Question 14

According to the unfreezing stage of change,getting rid of old practices is typically easier than learning new ones.

Accepted Answer

The unfreezing stage of change involves recognizing the need for change and creating a perceived difference between the existing and desired states, which can be challenging as it requires overcoming inertia and dismantling previous practices before new ones can be adopted.

Question 15

The power of a group to stimulate change in its members depends partly on the strength of their attachment to it.

Accepted Answer

The strength of attachment to a group can influence the level of influence and stimulation for change that a group has on its members. A strong attachment can make members more willing to listen and act on group suggestions or messages, while a weak attachment may make it harder for the group to motivate change.

Question 16

Change is merely a technical problem.

Accepted Answer

Change involves technical aspects such as software updates, hardware upgrades, etc. However, it also involves challenges such as cultural resistance, communication issues, and organizational restructuring. Therefore, change cannot be reduced to a mere technical problem.

Question 17

Humanistic values are implicit in the organizational development theory.

Accepted Answer

Humanistic values, such as personal growth and self-actualization, are emphasized in organizational development theory. The approach focuses on individuals and their interactions within organizations, with an aim to improve the overall well-being and effectiveness of the organization.

Question 18

Rewards give employees a sense that progress accompanies a change.

Accepted Answer

Rewards can motivate and incentivize employees, giving them a sense of progress and accomplishment as they work towards achieving a desired change or goal.

Question 19

Employees tend to be more emotionally committed to the vision of charismatic leaders who are trusted and respected.

Accepted Answer

Charismatic leaders who are trusted and respected are able to inspire emotional commitment in their employees towards the vision they have for the organization. This is because employees have confidence in their leader's ability to lead them towards achieving their goals.

Question 20

Causal variables are insignificant because they have no effect on end-result variables.

Accepted Answer

Causal variables are the ones that have a direct or indirect effect on the end-result variables. They are important in understanding the cause and effect relationship between variables. Hence, causal variables cannot be insignificant.

Quiz 14: Managing Change