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Questions and Answers
Lewin's force field analysis model only includes internal driving forces.
False
Resistance to change is always overt and obvious.
False
Employee resistance to change is always a bad thing.
False
Action research and appreciative inquiry are two informal approaches to organizational change.
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Cross-cultural and ethical issues are not relevant to organizational change.
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Leadership, coalitions, and social networks do not assist in organizational change.
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Increasing driving forces is the most effective strategy for unfreezing a system without weakening or removing restraining forces.
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Informing employees about external forces, such as competitors and changing customer trends, is a way to weaken or remove restraining forces.
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Putting executives and employees in direct contact with dissatisfied customers is a way to reduce uncertainty.
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Creating a positive vision of the future is a way to create an urgency for change by emphasizing potential pain and chaos.
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Communication is the highest priority in reducing restraining forces.
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Generating urgency to change is a main benefit of reducing restraining forces.
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Refreezing the desired conditions is a step in the process of unfreezing the existing state.
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Transformational leaders are responsible for maintaining the status quo in an organization.
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A strategic vision is a vague and intangible concept.
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One of the activities involved in refreezing the desired conditions is identifying and eliminating barriers to change.
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Employee training and support is not necessary to make employees comfortable with change.
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Establishing quantitative metrics to measure success is not a key activity in refreezing the desired conditions.
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A guiding coalition is a group of people working alone to influence outcomes on a specific issue.
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Diversity is a key aspect of a guiding coalition.
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Social influencers are only effective broadcasters, not good listeners.
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Pilot projects are large-scale, high-risk initiatives.
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Pilot projects can be used to test the viability of a small percentage of the workforce working from home.
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The goal of a pilot project is to reduce sales by 25%.
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According to Kurt Lewin, change agents should only consider the intended consequences of their interventions.
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The action research approach is a highly autocratic process where employees have limited involvement.
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Kurt Lewin's action research approach is a purely theoretical framework with no practical application.
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The open systems view suggests that an organization can be analyzed in isolation from its environment.
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Action research approach is primarily focused on resolving problems rather than diagnosing them.
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The action research approach is a quick fix solution to organizational change.
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