Organizational Change Management Chapter 14

Lewin's force field analysis model only includes internal driving forces.

Resistance to change is always overt and obvious.

Employee resistance to change is always a bad thing.

Action research and appreciative inquiry are two informal approaches to organizational change.

Cross-cultural and ethical issues are not relevant to organizational change.

Leadership, coalitions, and social networks do not assist in organizational change.

Increasing driving forces is the most effective strategy for unfreezing a system without weakening or removing restraining forces.

Informing employees about external forces, such as competitors and changing customer trends, is a way to weaken or remove restraining forces.

Putting executives and employees in direct contact with dissatisfied customers is a way to reduce uncertainty.

Creating a positive vision of the future is a way to create an urgency for change by emphasizing potential pain and chaos.

Communication is the highest priority in reducing restraining forces.

Generating urgency to change is a main benefit of reducing restraining forces.

Refreezing the desired conditions is a step in the process of unfreezing the existing state.

Transformational leaders are responsible for maintaining the status quo in an organization.

A strategic vision is a vague and intangible concept.

One of the activities involved in refreezing the desired conditions is identifying and eliminating barriers to change.

Employee training and support is not necessary to make employees comfortable with change.

Establishing quantitative metrics to measure success is not a key activity in refreezing the desired conditions.

A guiding coalition is a group of people working alone to influence outcomes on a specific issue.

Diversity is a key aspect of a guiding coalition.

Social influencers are only effective broadcasters, not good listeners.

Pilot projects are large-scale, high-risk initiatives.

Pilot projects can be used to test the viability of a small percentage of the workforce working from home.

The goal of a pilot project is to reduce sales by 25%.

According to Kurt Lewin, change agents should only consider the intended consequences of their interventions.

The action research approach is a highly autocratic process where employees have limited involvement.

Kurt Lewin's action research approach is a purely theoretical framework with no practical application.

The open systems view suggests that an organization can be analyzed in isolation from its environment.

Action research approach is primarily focused on resolving problems rather than diagnosing them.

The action research approach is a quick fix solution to organizational change.