Leading Change Model Quiz

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Questions and Answers

What is an impediment to change related to individual behavior?

Lack of group cohesiveness
Differences in functional orientation
Fear of losing status and unemployment (correct)
Organizational power and conflict

Which factor can lead to selective perception regarding change?

Mechanistic organizational structure
Group members protecting group interests
Employees perceiving only information consistent with their schemas (correct)
Differences in functional orientation

What type of organizational structure is characterized by tall hierarchies and centralized decision making?

Mutual adjustment structure
Organic structure
Mechanistic structure (correct)
Flat and decentralized structure

What concept refers to the resistance to change due to the disruption of group norms?

Group cohesiveness (D) Signup and view all the answers

According to Kotter and Schlesinger, what is a common reason for resistance to change?

Economic reasons such as fear of unemployment (A) Signup and view all the answers

What is the definition of organizational change?

The movement of an organization away from its present state and toward some desired future state to increase its effectiveness (A) Signup and view all the answers

What is evolutionary change in the context of organizational change?

Gradual, incremental, and narrowly focused change (A) Signup and view all the answers

What is the focus of socio-technical systems theory in organizational change?

Optimizing the work of an organization’s technical system with its social system (D) Signup and view all the answers

What is the goal of total quality management, or kaizen, in the context of organizational change?

Ongoing improvement to find new ways to improve the quality of the organization’s goods and services (D) Signup and view all the answers

What are the external forces for change mentioned in the text?

Competitive, economic, political, global, demographic, social, and ethical (B) Signup and view all the answers

What are the key components of revolutionary change?

Innovation, reengineering, and restructuring (C) Signup and view all the answers

What is a crucial step in Kotter’s change management model?

Building the guiding team (C) Signup and view all the answers

What is emphasized as essential for leading change?

Establishing a sense of urgency (D) Signup and view all the answers

What is a common reaction to change according to the text?

Skepticism, resistance, and concern about personal impact (D) Signup and view all the answers

What is a characteristic of an effective vision and strategy for change?

Imaginable, desirable, feasible, focused, flexible, and communicable (D) Signup and view all the answers

What is a key element in communicating the change vision according to Campagnolo and Oleotto's model?

Metaphor (A) Signup and view all the answers

What is a pitfall in empowering broad-based action according to the model?

Removing all barriers at once (A) Signup and view all the answers

What is a characteristic of generating short-term wins according to the model?

Fast achievement (C) Signup and view all the answers

What is crucial in reinforcing the change according to the model?

Using increased credibility to change unfit systems (B) Signup and view all the answers

What is a pitfall in institutionalizing new approaches according to the model?

Relying on anything but culture to hold a big change in place (A) Signup and view all the answers

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Study Notes

Leading Change Model - Key Elements and Pitfalls

Diego Campagnolo and Massimiliano Oleotto's Leading Change Model for 2023-2024 focuses on communicating the change vision.
Key elements in communicating the vision include simplicity, metaphor, multiple forums, repetition, leadership by example, explanation of seeming inconsistency, and two-way communication.
Undercommunicating, speaking only to transfer information, and fostering cynicism by not walking the talk do not work in communicating the change vision.
Empowering broad-based action involves getting rid of obstacles, changing undermining systems, finding individuals with change experience, and implementing recognition and reward systems.
Ignoring disempowering bosses, taking away their power, trying to remove all barriers at once, and giving in to pessimism do not work in empowering broad-based action.
Generating short-term wins involves planning for visible performance improvements and recognizing and rewarding employees involved in the improvement.
Short-term wins should come fast, be visible, penetrate emotional defenses, be meaningful to others, and be achieved cheaply and easily.
Launching multiple projects at once, providing the first win too slowly, and stretching the truth do not work in generating short-term wins.
Reinforcing the change until it sinks deeply into the company's culture is crucial, using increased credibility to change unfit systems, and hiring, promoting, and developing employees who can implement the vision.
Developing a rigid four-year plan, convincing oneself that the job is done when it isn't, working to the point of physical and emotional collapse, and avoiding confronting embedded bureaucratic and political behaviors do not work in reinforcing the change.
Institutionalizing new approaches involves using employee orientation and the promotions process, telling vivid stories about the new organization, and articulating connections between new behaviors and organizational progress.
Relying on anything but culture to hold a big change in place and trying to change culture as the first step in the transformation process do not work in institutionalizing new approaches.