17 Questions
Match the following types of change with their descriptions:
Incremental change = Involves fine-tuning the organization's strategy, structure, people, and processes Radical change = Involves major shifts in business strategy and revolutionary changes throughout the organization Convergent change = The adjustment of an existing configuration without changing the organizational template Revolutionary change = Involves a fast-paced transformation of an organization, replacing one template or blueprint with another
Match the following change approaches with their descriptions:
Linear approach to organizational change = Based on Lewin's three-stage model: unfreezing, moving, and refreezing Systems approach to organizational change = Aims to optimize social and technical sub-systems in workplaces Planned change = A deliberate action designed to move an organization from one state to another with discrete beginning and end points Emergent change = Arises out of experimentation and adaptation within the organization
Match the following views on planned change with their critiques:
Quinn (1980) and Stacey (2011) = Critique the idea of planned change, arguing that it relies on a single view of change and assumes a known environment Evocative managers = Have a clear vision of where they want to take their business but are flexible about the route to get there, sustaining flexibility by holding open the method of reaching the goal Managers = Can create the right climate for emergent change rather than trying to plan and control it logically Evolutionary change = Refers to the slow adaptation of existing systems or structures
Match the following concepts with their descriptions:
Shadow system = The old network that employees had before the new organization was formed, which can coexist and destabilize the legitimate system Complexity theory = A set of ideas based on natural systems, focusing on chaos theory, dissipative structures, and complex adaptive structures Logical incrementalism = A process of strategy evolution based on a certain logic of thinking but incremental in its ability to adapt to new information and ongoing action results Greiner's model = Helps identify an organization's situation and prepare for the next crisis point by going through five distinct growth phases
Match the following organizational change events with their descriptions:
Changes in markets = One of the three common change events that can lead to more change as organizations learn new competencies and build confidence in making changes Organizational leadership changes = One of the three common change events that can lead to more change as organizations learn new competencies and build confidence in making changes Rules and routines changes = One of the three common change events that can lead to more change as organizations learn new competencies and build confidence in making changes Distinct growth phases = Characterized by different tasks and strategies, and facing crises as organizations move into the next phase
Match the following implications of complexity theory with their descriptions:
More democracy = One of the implications for organizations suggested by Burnes based on complexity theory Continuous approach to change = One of the implications for organizations suggested by Burnes based on complexity theory Presence of order generating rules = One of the implications for organizations suggested by Burnes based on complexity theory Change-leads-to-more-change assumption = Suggests that the more an organization changes, the more it learns about how to do it successfully and increases competencies and confidence in making changes
Match the following change management tools with their descriptions:
Greiner's organizational life cycle model = Describes stages of organizational growth and the crises that organizations face at each stage Stakeholder analysis = Identifies individuals or groups with a vested interest in the outcome of a project or change initiative SWOT analysis = Assesses an organization's strengths, weaknesses, opportunities, and threats Multiple-cause diagrams = Aids in identifying causal relationships between events leading to change
Match the following concepts with their descriptions:
Tipping point = Critical event triggering a shift in an organization's transformational change Breakpoints in competitive behavior = Phases where organizations must change strategies to adapt to competitor behavior Convergence phase = Phase where the least efficient competitors are eliminated, and the industry consolidates Divergent breakpoints = Resulting in new offerings as a response to a new business opportunity
Match the following signals with their descriptions:
Signals for convergence = Competitors offering similar products and services, declining customers, and increased bargaining power for distributors Signals for divergence = A saturated market, increasing competition from new entrants, and declining returns for competitors 'Hard' problems = Have clear priorities, quantifiable objectives, and a systems/technical orientation 'Messy' problems = Unclear, may involve many people, and may not have clear solutions
Match the following characteristics with their respective problem type:
Known timescales and separate from wider organizational context = Hard complexity Larger-scale with serious implications and interrelated complex problems = Mess Unbounded, involving many people with subjective objectives = Mess Fuzzy timescales and spread throughout the organization = Mess
Match the following problem characteristics with their descriptions:
Have minimal interactions with the environment = Bounded problems Have an absence of knowledge of factors and uncertainty = Messes Have little agreement on what constitutes the problem = Messes Cannot be separated from their context = Messes
Match the following statements with their respective problem types:
Have solutions of which the type is known = Bounded problems Have usually been around for some time and will not be solved quickly = Messes Tend to be characterized by hard complexity = Bounded problems Spread throughout the organization and sometimes beyond = Messes
Match the following test components with their purpose in change situations:
TROPICS test = Locate a change situation on a continuum from hard to soft complexity Asking a number of questions about a change situation = Identify whether it is characterized by hard or soft complexity Guide to the nature of the problem = TROPICS test Help locate a change situation on a continuum from hard to soft complexity = TROPICS test
Match the following types of change with their descriptions:
Smooth incremental change = Evolves slowly in a systematic and predictable way Bumpy incremental change = Characterized by periods of relative calm, punctuated by acceleration in the pace of change Discontinuous change = Marked by rapid shifts in strategy, structure, or culture Triggers of bumpy incremental change = Response to sudden and unpredictable high levels of environmental turbulence
Match the following models of change with their descriptions:
Clinical approach = Organizational development (OD) framework capable of solving important problems in organizations Leadership approach = Deepens the impact of change by persisting in the changes and constantly reinforcing existing efforts Unspecified approach = Approaches to theorizing about how major changes can be implemented Unspecified approach 2 = Approaches to theorizing about how major changes can be implemented
Match the following triggers of change with their types of change:
Response to sudden and unpredictable high levels of environmental turbulence = Bumpy incremental change Both the environment and internal initiatives such as periodic restructuring = Smooth incremental change Privatization of previously publicly owned utilities = Discontinuous change Unspecified trigger = Unspecified type of change
Match the following types of change with their associated means of achieving goals:
Smooth incremental change = Means by which organizations achieve their goals, rather than a change in the goals themselves Bumpy incremental change = Means by which organizations achieve their goals, rather than a change in the goals themselves Discontinuous change = Means by which organizations achieve their goals, rather than a change in the goals themselves Unspecified type of change = Associated means unspecified
Study Notes
- Transformational changes in organizations, such as new strategies, structures, and processes, often occur at a "tipping point" or a significant event that triggers a shift.
- The idea of a tipping point is a concept from complexity theory. It refers to a series of events leading up to a critical point where change becomes inevitable.
- Diagnosing change situations is essential for organizations to respond effectively. Tools to help include Greiner's organizational life cycle model, stakeholder analysis, and SWOT analysis.
- Multiple-cause diagrams can help identify causal relationships between events leading to change.
- Strebel's evolving cycle of competitive behavior introduces the concept of "breakpoints," which are phases where organizations must change strategies to adapt to competitor behavior.
- The cycle consists of an innovation phase, where a new business opportunity arises, triggering a divergence in competitor behavior. This is followed by a convergence phase, where the least efficient competitors are eliminated, and the industry consolidates.
- Breakpoints can be divergent, resulting in new offerings, or convergent, resulting in improved systems and processes.
- Formal and informal systems are necessary for organizations to identify breakpoints effectively.
- Signals for convergence include competitors offering similar products and services, declining customers, and increased bargaining power for distributors.
- Signals for divergence include a saturated market, increasing competition from new entrants, and declining returns for competitors.
- Some signals may not be easily categorized as either convergent or divergent, and managers may perceive them as "hard" or "messy" problems.
- "Hard" problems have clear priorities, quantifiable objectives, and a systems/technical orientation, while "messy" problems are unclear, may involve many people, and may not have clear solutions.
Test your knowledge on the formation of organizational strategy, including the interaction between different groups, power dynamics, information access, and the role of senior managers. Explore how strategies emerge through incremental, opportunistic steps.
Make Your Own Quizzes and Flashcards
Convert your notes into interactive study material.
Get started for free
