Chapter 10 Change Managment

Question 1

Which of the following terms is most appropriately defined as the study of how simple systems can generate complicated behavior and is a state where patterns cannot be made or details understood? (Choose the best response.)

Complexity

Chaos

The butterfly effect

The whole is more than the parts

Answer 1

Chaos

Response B is correct because chaos is a confused, disorganized state in which behavior becomes unpredictable. This confusion makes it difficult to discern patterns or understand details.

Question 2

Which of the following states that the central premise as it relates to organizations is that order can emerge out of chaos? (Choose the best response.)

Complexity

Chaos

The butterfly effect

The whole is more than the parts

Answer 2

Complexity

Response A is correct because complexity refers to a state of multiple, interrelated parts in which patterns can be discerned. For this reason, a complex situation is initially chaotic, but with the difference that order can be imposed upon it.

Question 3

Which of the following best describes how the chaos theory relates to organizational change? (Choose the best response.)

The best way to understand a system and chaos is to break it down into smaller, more manageable chunks and examine one component at a time

Chaos is the result of many details in a larger system that cannot be fully understood by examining them apart from the system

Chaos is the result of an organizational system resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take the system in unexpected directions

Chaos is the result of an organizational system that is made up of a limited number of repeated patterns that can be examined to see certain behaviors and qualities begin and appear again and again

Answer 3

Chaos is the result of an organizational system resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take the system in unexpected directions

Response C is correct because complex systems such as organizations are stable and thus resist change. As the pressure of change builds up on the system, it eventually gives way, throwing the system into chaotic imbalance.

Question 4

Although theorists do not agree on which characteristics are most important with regard to chaotic and complex systems, most accept several characteristics as the central part of the chaos and complexity theory. Which of the following is NOT one of those characteristics? (Choose the best response.)

Problem events within a system are usually microcosms of the chaos within it, and dissecting an individual event reveals the key issue of the organization

Complex systems have multiple causes and effects that are not linked in time and space, so isolating and examining one action may provide an inaccurate perception

All complex systems are made up of a limited number of repeating patterns, and although they may appear to occur randomly, a closer look reveals that these patterns do repeat again and again

The whole is more than the parts, meaning that the best way to understand a complex system is to break it down into small, manageable parts and see how each component interacts with other components

Answer 4

Problem events within a system are usually microcosms of the chaos within it, and dissecting an individual event reveals the key issue of the organization

Response A is correct because this is not a characteristic of chaos or complexity theory. One of the key elements of chaos and complexity theories is the examination of the whole. Individual isolated events do not provide enough information to give a clear view of the organization.

Question 5

You are doing a study of anomalies in organizational patterns. These anomalies would normally be considered “noise” or experimental error. Your goal is to find underlying order in apparently random data. This type of study is most closely related to _____________________. (Choose the option that completes the sentence accurately.)

Chaos theory

Six Sigma

Systems thinking

Organizational change theory

Answer 5

Chaos theory

Response A is correct. A study of anomalies in organizational patterns addresses chaos theory because seemingly random occurrences can reveal specific patterns of behavior.

Question 6

You have determined that many employees are not adhering to a new compliance program. In a subsequent focus group, you asked a group of managers to compare the requirements of the compliance program with actual behaviors in their work units. You also asked them to determine what patterns―similarities and differences―have emerged across the company. What theory applies to this illustration? (Choose the best response.)

Chaos and complexity theories

Motivation

Appreciative inquiry

Action research

Answer 6

Chaos and complexity theories

Response A is correct because close evaluation of patterns and understanding patterns across the system (in this case the company) are key to chaos and complexity theories.

Question 7

As an internal change consultant, you are working with managers to help them see the benefits to loosening their control and allowing teams to self-organize. Which theory are you using to help facilitate change in this organization? (Choose the best response.)

Equity theory

Goal setting theory

Motivation theory

Complexity theory

Answer 7

Complexity theory

Response D is correct because the central premise of complexity theory is that order can emerge from chaos. Having managers create a strong sense of vision in their employees and then allowing them to create courses of action for themselves is one way to implement this theory.

Question 8

Which of the following is defined as a data-driven approach to analyzing and solving root causes of business problems to help organizations formulate and integrate business strategies and missions and to deal with constantly changing and increasingly complex requirements? (Choose the best response.)

Storytelling

Action research

Kepner-Tregoe process

Six Sigma

Answer 8

Six Sigma

Response D is correct because Six Sigma is a highly statistical quality improvement technique that ties business outputs directly to marketplace requirements.

Question 9

The LEAN principle defines the value stream as ______________. (Choose the option that completes the sentence accurately.)

The value of a product or service from the customer’s perspective

All the activities across every department involved in delivering the product or service

Waste

Customer “pull” on a product or service

Answer 9

All the activities across every department involved in delivering the product or service

Response B is correct because the value stream is the end-to-end process, encompassing all of the organizational activities involved in delivering the product or service.

Question 10

In action research theory what is necessary for success? (Choose the best response.)

Synthesis, application, and comprehension

Ideas, information, and

Collaboration, data, and commitment

Management involvement

Answer 10

Collaboration, data, and commitment

Response C is correct because collaboration of employees and facilitator (researchers), rich data, and commitment to give decision power to the people are critical for success.

Question 11

You have been asked to select a supplier for a communication program. As the training manager for your company, you want to select the best supplier based on criteria presented by your internal customers. Which of the following techniques can you use to assist with the supplier selection process by dividing criteria into musts and wants and applying a weighted comparison to determine the best supplier? (Choose the best response.)

Bloom’s taxonomy

Action learning

Kepner-Tregoe process

Six Sigma

Answer 11

Kepner-Tregoe process

Response C is correct because the Kepner-Tregoe process is a practical, straightforward decision-making process that divides criteria into musts and wants, thereby allowing the TD professional to select suppliers based on a weighted comparison of criteria.

Question 12

You have just been hired as a TD professional by the training department of a cleaning supply manufacturer and are still in the onboarding process. You are observing a LEAN team meeting in which team members are discussing their project. One of the team members turns to you and asks, “How much do you know about the LEAN concept?” You quickly search your brain for some of the facts that you learned while studying for your CPLP and miraculously come up with a response. What do you say? (Choose the best response.)

LEAN requires taking a systemic view of an organization and examining how people, structures, and processes influence one another within the whole.

LEAN studies the behavior of dynamic systems that are highly sensitive to initial conditions.

LEAN is a high-performing, data-driven approach to analyzing and solving root causes of manufacturing processes.

LEAN uses metrics and enabling practices to simplify work, make it easy to understand, accomplish it on time, and manage the flow with efficiency.

Answer 12

LEAN uses metrics and enabling practices to simplify work, make it easy to understand, accomplish it on time, and manage the flow with efficiency.

Response D is correct because these are the keys to a LEAN process. These three are the basis LEAN that started in manufacturing.

Question 13

Which of the following uses data collection in the form of collecting people’s stories of something at its best by structuring questions and information to focus on the positive to initiate organizational change? (Choose the best response.)

Action research

Test and evaluation programming

Chaos and complexity theories

Appreciative inquiry theory

Answer 13

Appreciative inquiry theory

Response D is correct because appreciative inquiry is an approach to large-scale organizational change that involves the analysis of positive and successful (rather than negative or failing) operations, which involves collecting data in the form of people’s stories.

Question 14

What phase of the 4-D cycle includes developing statements such as, “We want to be the employer of choice,” “We want to delight our customers,” and “We want to envision ideas for growth”? (Choose the best response.)

Topic

Discover

Dream

Design

Answer 14

Topic

Response A is correct because the outset of an appreciative inquiry process involves determining the topic that the organization will focus on. The topic should be something important to the organization and an area that, if improved, will make a big difference.

Question 15

In what phase of the 4-D cycle do participants explore and discuss their visions, hopes, ideas, and dreams for the future? (Choose the best response.)

Discover

Dream

Design

Destiny

Answer 15

Dream

Response B is correct because the dream phase of the 4-D cycle is where the members of the change team will work together to explore possibilities for the future.

Question 16

One important concept to keep in mind while engaging in positive dialogue is ______________. (Choose the option that completes the sentence accurately.)

Framing the topic around the problem

Choosing the right tone

Displaying a lack of curiosity

Refraining from sharing stories

Answer 16

Choosing the right tone

Response B is correct because the choice of words and tone is important when framing the topic around possibilities instead of problems.

Question 17

Designing methods for creating the desired state begins by asking the question ______________. (Choose the option that completes the sentence accurately.)

What is?

What might be?

What should be?

What will be?

Answer 17

What should be?

Response C is correct because asking what should reframes the desired state in terms of possibilities.

Question 18

As the training manager for your organization, you have been asked to implement a major change within the warehouse. The manager has asked you to suggest several approaches. You have researched some of the best and are prepared to offer your suggestions. Which of the following is NOT a wise approach? (Choose the best response.)

Matching resources with interests and abilities

Encouraging discussion about the actions needed to reach commitment

Limiting the number of people involved with identifying actions

Creating a blueprint for change

Answer 18

Limiting the number of people involved with identifying actions

Response C is correct because engaging as many people as possible in the identification process ensures quicker adoption of the change initiative.

Question 19

You are working with a department manager in your role as an internal consultant. You are developing interview questions to learn more about the department. Since you are studying appreciative inquiry theory, you decide to follow the process within the discovery phase. While editing your interview questions, which of these questions did you eliminate? (Choose the best response.)

Who are your customers and what do they say when they are praising your department?

Can you tell me what problems or issues need solving?

What are this department’s strengths and capabilities?

What does this department do best when serving its internal customers?

Answer 19

Can you tell me what problems or issues need solving?

Response B is correct because the discovery stage is meant to start positive conversations about the topic and generates constructive stories about strengths and successes. A question about problems and issues does not come from a positive perspective.

Question 20

You are a new department head hired to lead change in your department. You have asked a TD professional to assist you with implementing some of the changes. Given that change is difficult for people in your company, you have decided to implement an appreciative inquiry process that involves as many people as possible in the dream phase. The TD professional offers several options. Which one do you choose? (Choose the best response.)

One-on-one interviews with leadership

Create and deploy a survey to everyone

Research other companies for best practices

Conduct an Idea Day Café so participants can discuss their visions, hopes, and ideas for the future

Answer 20

Conduct an Idea Day Café so participants can discuss their visions, hopes, and ideas for the future

Response D is correct because in the dream phase you will want to host a participative meeting to engage employees, fuel their creativity, and instill a sense of ownership in the solution.

Question 21

Which of the following statements describes a disadvantage of flat organizational structures? (Choose the best response.)

Project and department managers can become involved in power struggles over getting project support and providing that assistance.

This structure is more complex and, therefore, more expensive to develop and operate than others.

The interaction among workers is more frequent; thus, this structure depends more on personal relationships between workers and managers. Therefore, the structure can be more time consuming to build than a hierarchical model.

Struggles often arise due to the dichotomy of employees’ alliance to their direct managers versus the project.

Answer 21

The interaction among workers is more frequent; thus, this structure depends more on personal relationships between workers and managers. Therefore, the structure can be more time consuming to build than a hierarchical model.

Response C is correct because this is the primary disadvantage of a flat organization. All other choices are disadvantages of a matrix organization.

Question 22

A key tenet of postindustrial leadership theory is that ______________. (Choose the option that completes the sentence accurately.)

Today’s organizations thrive on a top-down model of leadership

Today’s organizations thrive by micromanaging the work of employees

It is everyone’s job to learn continually because leadership is demanded at every level of the organization

The leader is the key person who needs to do all of the learning in the organization

Answer 22

It is everyone’s job to learn continually because leadership is demanded at every level of the organization

Response C is correct because all other tenets listed are aligned with industrial leadership models. Postindustrial leadership models recognize a key distinction between leadership and management. These models also recognize the complexity in today’s work environment and that it is everyone’s role to continually learn.

Question 23

In industrial leadership models, leadership was congruent with which of the following? (Choose the best response.)

Hierarchies and bureaucracies with one leader at the top

Collaborative and continuous learning of leaders and all employees

Leveraging the dynamics of people working together to build trust and make transformational change

Servant leadership where the leader serves the followers

Answer 23

Hierarchies and bureaucracies with one leader at the top

Response A is correct because all other items are characteristics of postindustrial (modern) leadership models and thinking. Industrial (early) leadership models and thinking focused on one person at the top (the leader) who was the most important person to learn and make decisions.

Question 24

A TD professional is researching leadership models focused on people and the process of leadership where there is a key demarcation between leadership and management. All of the following postindustrial leadership models support this distinction EXCEPT ______________. (Choose the option that completes the sentence accurately.)

Transformational

Collaborative

Group

Servant

Answer 24

Group

Response C is correct because group theory does not describe a leadership model, and the group approach to leadership is the process by which an individual takes initiative to assist a group to move toward goal achievement in a given situation and, therefore, does not show strong demarcation between leadership and management.

Question 25

A CEO often communicates the importance of "stretch goals," which are challenge goals that encourage employees and show confidence in their abilities to hit these goals. This CEO's leadership style is best described as \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Directive Achievement-oriented Participative Supportive

Answer 25

Achievement-oriented Response B is correct because the achievement-oriented leadership style is characterized by leaders who set challenging goals and encourage high performance as a means of showing confidence in a group's ability.

Question 26

An organization is facing a major leadership deficit because approximately 30 percent of the senior managers are expected to retire over the next five years. When looking at potential leaders in the organization, the current senior leaders complain that younger employees do not have the work ethic to be willing to work 12- to 14-hour days and come into the office on weekends. The force of change affecting the organization in this case is \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Speed of change Organizational restructuring Global competition Diversity in workforce across generations

Answer 26

Diversity in workforce across generations Response D is correct because one of the leading forces of change in organizations today is increased diversity in the workforce with regard to gender, age, culture, and race. In this example, diversity across generations is a significant force of change for organizations because the baby boomers, the largest workforce in history, are getting ready to retire and have significantly different values from Generations X and Y, and younger employees.

Question 27

All of the following are internal factors that contribute to a learning culture in an organization EXCEPT \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) A manager is most responsible for employees' growth and development Building partnerships and reaching across organizational boundaries Competing for scarce resources Resolving conflicts and negotiating in favor of a win-win outcome

Answer 27

Competing for scarce resources Response C is correct because it is the only internal factor that does not contribute to a learning culture. The other responses are all internal factors that contribute to a learning culture.

Question 28

In which organizational model does the line of authority flow from the top to the lower levels of the organization, and, on each level, managers have authority over their areas and employees, who, in turn, have authority over others? In this structure, every employee reports to a single immediate supervisor. (Choose the best response.) Hierarchical Matrix Flat Self-directed

Answer 28

Hierarchical Response A is correct because hierarchical management models are characterized by successive layers of authority. In each layer of authority, employees report to only one boss, who has authority over his or her employees and in turn reports to only one boss and so on.

Question 29

Which organizational structure's advantages include the following characteristics: The structure is simple and easy to comprehend, management authority and job responsibility are easily defined, and budgeting and cost controls are easier to manage? (Choose the best response.) Tribal Hierarchical Fishnet Matrix

Answer 29

Hierarchical Response B is correct because a hierarchical structure (bureaucracy or traditional structure) has one leader at the top, with clear manager and reporting relationships at subsequent levels in the hierarchy. This structure makes it easy for everyone to understand who reports to whom and the functional areas that employees belong to.

Question 30

Which of the following techniques is most important in affecting cultural change in an organization? (Choose the best response.) Training employees to convey and develop skills related to desired values and beliefs Modeling and supporting desired values and beliefs at organizational gatherings Conducting frequent focus groups to gather feedback on values initiatives Using slogans to symbolize and market the desired values and beliefs

Answer 30

Modeling and supporting desired values and beliefs at organizational gatherings Modeling and supporting desired values and beliefs are important because they show people explicitly what behaviors are important. It is very clear what you want them to do when they see the behavior in action and are reinforced for the behavioral change.

Question 31

You are coaching the manager of a help desk who believes the way to increase employee productivity is to employ tight workplace controls and close supervision. You are helping him understand that there are other ways to motivate employees. Which motivation theory is this manager currently using? (Choose the best response.) Theory X Theory Y Expectancy Equity

Answer 31

Theory X Response A is correct because practitioners of Theory X assume a lack of pride or ownership of work output by the employees who produce the work. This motivational approach limits management's response to low quality or productivity to those of tighter control and monitoring of workplace behaviors.

Question 32

As the new director of the TD department in your organization you want to exemplify all of the skills of an excellent leader. Which of the following would we NOT expect of you? (Choose the best response.) Ability to influence people and organizations Provide direction and strategy for accomplishing goals and objectives Manage and direct the work of employees Inspire and motivate others to achieve goals

Answer 32

Manage and direct the work of employees Response C is correct because leaders who are adept at using personality and skills possess the ability to influence people and organizations, provide direction and strategy for accomplishing goals and objectives, and inspire and motivate others to achieve the goals. Managing and directing the work of employees is the role of a manager, whereas the role of a leader is to inspire, motivate, and set the strategic vision of where the organization needs to go.

Question 33

You are leading a change effort in your organization. You have asked the CEO to use formal and informal channels of communication to inform employees about the values, beliefs, and vision for the future of the organization. Your CEO is willing, but asks you why you want her to do this. You respond that by doing this, she is \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Applying leadership skills to influence others (followers) to accomplish an objective Applying managerial skills by directing Changing the organizational structure from hierarchical to matrix Transforming the organization from industrial to postindustrial

Answer 33

Applying leadership skills to influence others (followers) to accomplish an objective Response A is correct because the key goal of a leader is to influence others (followers) to accomplish the objectives and goals of the organization. Direction of work is not what leaders do. Changing the organizational structure isn't accomplished only by communicating values, beliefs, and vision.

Question 34

You are a TD professional working in an insurance company with a very traditional senior leadership team. They have asked you to redesign the company leadership development program and to identify resources to support continued leadership development for the senior leaders as well. During these discussions, you discover that the leadership team believes most people need to be highly supervised and at times coerced to do a good job. Which of the following theories does this group subscribe to? (Choose the best response.) Theory X Theory Y Great Man theory Contingency theory

Answer 34

Theory X Response A is correct because McGregor's Theory X is an industrial-era leadership theory that postulates most people do not like to work and will avoid it when they can; that they need to be coerced, controlled, or threatened to persuade them to work; and that most people want to be told what to do and avoid responsibility.

Question 35

You are coaching a new member of the leadership team. He is reading about exceptional leaders in history and believes that these leaders were born with innate inherited abilities suited for leadership. You tell him that his thinking is most closely aligned with which leadership theory? (Choose the best response.) Great Man theory Trait theory Contingency theory Theory Y

Answer 35

Trait theory Response B is correct because the trait theory arose from the Great Man theory as a way of identifying the characteristics of successful leaders. Trait theory does not assume that great leaders are only born, but that they are born with inherited traits that are particularly suited for leadership. By discovering and studying these traits, it is believed that others could become great leaders as well.

Question 36

You are an external consultant who has been hired by one of the earlier technology companies to work with senior leaders to drive change throughout the organization. At one time this company held the top spot in technology. As they continue to lose market share, they realize they need to identify what is preventing them from accomplishing their business goals. You suggest they begin by examining several forces of change on organizations. You recommend three areas. Which do you NOT recommend? (Choose the best response.) Global competition and globalization Information overload of knowledge workers Lack of leadership training Need for telework and other flexible options for employees

Answer 36

Need for telework and other flexible options for employees Response D is correct because the other three are forces of change on organizations that must be addressed in order to continue to reach corporate goals. There are many others besides these three.

Question 37

According to Lewin, what must an organization first identify before it can change? (Choose the best response.) Current state Vision Mission Fiscal goals

Answer 37

Current state Response A is correct because Kurt Lewin classified the change process into three stages: the present state, the transition state, and the desired state. To start implementing change, the organization has to identify its current state, what is lacking, and potential approaches for improvement.

Question 38

Which of the following is NOT a primary component to consider when planning for change? (Choose the best response.) Gaining consensus Conducting individual training needs assessments Keeping resources informed Developing an excellence team

Answer 38

Conducting individual training needs assessments Response B is correct because conducting individual training needs assessments only looks at an individual level whereas planning for organizational change requires a broader perspective; however, conducting individual training needs assessments may be a subcomponent of an organizational change.

Question 39

What is the order of the five stages of managing a change process? (Choose the best response.) Initiating, planning, executing, controlling, and closing Planning, initiating, controlling, executing, and closing Controlling, initiating, planning, closing, and executing Executing, controlling, planning, closing, and initiating

Answer 39

Initiating, planning, executing, controlling, and closing Response A is correct because in managing the change process, the vision must be cast and clear goals defined as it is initiated. The second phase, planning, defines the scope and resources and establishes the activities to achieve the goals. Executing is the phase where the plan is put into place, and controlling is the monitoring and adjustment process during the execution phase. Closing celebrates the accomplishments and reviews the processes and outcomes.

Question 40

Which of the following analyses is used to identify driving and restraining forces and helps to overcome resistance and complacency in change initiatives? (Choose the best response.) Force field analysis Cultural benchmarking Cause-and-effect analysis Five-whys analysis

Answer 40

Force field analysis Response A is correct because force field analysis, which was created by Kurt Lewin, recognizes two types of forces: driving and restraining. Driving forces help to implement the change, while restraining forces stand in the way of implementation. Recognizing both enables the TD professional to minimize restraining forces and leverage driving forces to help support implementation.

Question 41

Employees go through stages of readiness before they make a true commitment to change. Which of the following best describes the second stage of readiness? (Choose the best response.) Employees recognize the need for change and create a specific, concrete plan Employees participate in needs-analysis observations to identify the knowledge and skills required to support the change initiative Employees deny the need for change Employees see a need to change but only engage in contemplation; they are willing to think about it but put off making a decision

Answer 41

Employees see a need to change but only engage in contemplation; they are willing to think about it but put off making a decision Response D is correct because the second stage of readiness for change happens after the initial denial of needing to change. Here individuals recognize that change may be necessary, but they are only prepared to talk about it and not do anything about it.

Question 42

According to Albrecht's change response cycle, when an organizational change is first introduced, which of the following response phases describes employees' initial reaction to the change? (Choose the best response.) Problem Threat Habit Solution

Answer 42

Threat Response B is correct because the first phase in Albrecht's change response cycle is referred to as threat. It is characterized by individuals being afraid to change the status quo because of fear of the unknown or a state worse than the status quo.

Question 43

Which of the following is NOT a phase in Albrecht's change response cycle? (Choose the best response.) Problem Threat Complacency Solution

Answer 43

Complacency Response C is correct because complacency is not one of the phases in Albrecht's change response cycle, although it is a resisting force that the TD professional needs to deal with.

Question 44

The four general types of change strategies are facilitative, informational, attitudinal and \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Economic Political Evaluative Social

Answer 44

Political Response B is correct because a political change strategy is one of the four general types of change strategies.

Question 45

Process-oriented change is a type of change that includes all of the following EXCEPT \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Technology TQM Leadership Benchmarking

Answer 45

Leadership Response C is correct because leadership change falls under the strategic type of change

Question 46

The leader or sponsor answers the "what" and "why" of a change while the change agent or TD professional answers the \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) "How" and "why" "How" and "when" "When" and "why" "What" and "why"

Answer 46

"How" and "when" Response B is correct because the leader or sponsor answers the "what" and "why" of the change while the change agent answers the "how" and "when."

Question 47

The two types of pacing methods for setting milestones are time-based and \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Action-based People-based Evaluative-based Event-based

Answer 47

Event-based Response D is correct because, along with a time-based pacing method, event-based methods are another way to set milestones.

Question 48

An impact analysis seeks to minimize negative effects of the change by \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Identifying potential areas of concern Minimizing positive outcomes Supporting it with analytical tools Gauging improvements

Answer 48

Identifying potential areas of concern Response A is correct because, by identifying potential areas of concern and constructing contingencies to manage or eliminate the concerns, an impact analysis seeks to minimize any negative effects.

Question 49

In force field analysis, which of the following is a resisting force? (Choose the best response.) Employee needs and desires Cost factors Environmental factors Availability of technology

Answer 49

Cost factors Response B is correct because cost factors will always act as a limit to what can be accomplished. The TD professional's job is to make sure that what is an acceptable outcome is within the cost factors available to the project.

Question 50

Your department developed a training program to help employees prepare for a new organizational process. Everyone's jobs will be easier once they learn the new process. You are excited about it. While presenting the new course, you see that some employees are not engaged and sit quietly while others are challenging the details of the process. What do you suspect is happening? (Choose the best response.) The room conditions are likely affecting the success of the training The employees may not be motivated and committed to this change The employees have a problem with the trainer, and it is causing these reactions The training materials are not interactive, affecting the success of the training program

Answer 50

The employees may not be motivated and committed to this change Response B is correct because people introducing change initiatives often assume that all employees are in the third stage of readiness to commit to change, when frequently they are not. To determine employees' readiness for change, TD professionals should assess their readiness before moving into the training phase.

Question 51

Your manager is holding a meeting of her staff to discuss ideas that she can use to convince upper management that a change initiative is needed. As the staff discuss ideas, which of the following is likely to be considered as one of the strategies that she can use? (Choose the best response.) Establishing performance metrics Pain management Remedy selling Front-end analysis

Answer 51

Remedy selling Response C is correct because remedy selling defines the process and explains the solution. It is the process of explaining how the gaps between the company's current state and its desired state will be closed, in what order they will be closed, and by whom. In this process, the change manager presents the need for change in a persuasive and convincing way.

Question 52

You have been asked to work with your COO to facilitate a change. You will act as the change agent to facilitate the process. The COO will sponsor the change effort and be seen by the organization as the change leader. You are clarifying your roles with each other. Which action will be required of your COO? (Choose the best response.) Develop the vision Build a business case Coach the leadership Ensure milestones are met

Answer 52

Develop the vision Response A is correct because all the other roles belong to the change agent or facilitator. The change leader must also establish a sense of urgency, show commitment, remove barriers in the system, and hold others accountable.

Question 53

You have been asked to work with your COO to facilitate a change. You will act as the change agent to facilitate the process. The COO will sponsor the change effort and be seen by the organization as the change leader. You are clarifying your roles with each other. Which action will be required of your COO? (Choose the best response.) Develop the vision Response A is correct because all the other roles belong to the change agent or facilitator. The change leader must also establish a sense of urgency, show commitment, remove barriers in the system, and hold others accountable. Build a business case X Incorrect Coach the leadership X Incorrect Ensure milestones are met

Answer 53

political Response D is correct. The former CEO is well liked, so can use his influence to tap into resources that will be needed to make fast changes. You would be remiss, however, if you did not also recommend that once the initial change effort was started it will be necessary to use another approach to ensure an in-depth impact that lasts long-term. This would probably mean an attitudinal (or informational) strategy.

Question 54

You have recently joined an entertainment company as an organizational development specialist. Your job is primarily to support the TD department to implement change throughout the organization. You are in a staff meeting describing how various employees are responding to the change. Your colleagues tell you to rely on one group of people to help you early in the implementation stage of the change effort. Which group do they recommend will be the most helpful? Early adopters Early majority Late majority Laggards

Answer 54

Early adopters Response A is correct because this group makes up 13.5 percent of the population. They like to take on new challenges, are trend setters who stay informed, and are generally influential members of organizations. While the innovators are the first to embrace change, they make up only 2.5 percent.

Question 55

In the sender-receiver model, which term best describes any mindsets, opinions, or biases that may affect how communication is received? (Choose the best response.) Feedback Distraction Filter Inappropriate nonverbal communication

Answer 55

Filter Response C is correct because a filter is made up of the mindset, biases, and opinions of both sender and receiver and can distort a message.

Question 56

Which of the following is NOT a barrier to communication? (Choose the best response.) Rate of speech Speech difficulties Physically uncomfortable environment Written communication

Answer 56

Written communication Response D is correct because written communication is a communication medium, not a barrier.

Question 57

When communicating change initiatives to others, which of the following is NOT one of the key points that will help ensure all involved understand? (Choose the best response.) Provide information only at the outset of a change initiative Provide opportunities for people to be heard Give thorough and complete information Ensure that messages correspond with actions

Answer 57

Provide information only at the outset of a change initiative Response A is correct because giving people notice only when the initiative is about to begin is not a good way to keep people informed; people can panic if they are not prepared for the change.

Question 58

Intelligibility or understandability of speech depends on several factors. Which of the factors below serve no positive communication function? (Choose the best response.) Vocalized pauses Overuse of stock expressions Substandard grammar Force

Answer 58

Overuse of stock expressions Response B is correct because expressions such as "OK," "like," and "you know" have no intrinsic meaning and add no value to communication. They are simply filler that should be avoided when communicating.

Question 59

All of the following are examples of how a TD professional can use an informal network EXCEPT to \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Change the distribution of power in the organization Help bring together groups to work as teams or taskforces Discuss personnel issues of specific individuals Use informal networks in advance of meetings to change the agenda

Answer 59

Discuss personnel issues of specific individuals Response C is correct because discussing the personnel issues of a specific individual should not take place within a network, but should be kept confidential.

Question 60

What is "noise" in the communication model described in this chapter? (Choose the best response.) A barrier to communication The communicated words The sound waves of the message Any sounds outside of the actual message

Answer 60

A barrier to communication Response A is correct because anything that gets in the way of the listener receiving the communication is classified as noise. It may be a psychological barrier or obstacle between the sender and the receiver, an accent, or the presence of extraneous physical sounds. The goal in communication theory is to reduce the "noise" as much as possible to ensure the message is effectively communicated.

Question 61

You are a TD professional facilitating a meeting with key stakeholders. You open the meeting by saying the following: "Good morning, uh, thanks for coming today. Uh, I am, uh, especially thankful for, uh, your participation in, uh, our discussion today about training methodologies." The speech patterns exhibited in this situation are known as \_\_\_\_\_\_\_\_\_\_\_\_. (Choose the response that best completes the sentence.) Articulation Vocalized pauses Pronunciation Overuse of stock expressions

Answer 61

Vocalized pauses Response B is correct because vocalized pauses are syllables such as "uh," "um," and "ah" that a speaker uses when hesitating before moving on to the next point. These can be distracting when used too frequently, as in the example, and can convey the impression that the speaker does not know his topic.

Question 62

As a TD professional, you are providing a peer assessment to one of your co-workers in the same role. During the feedback process, she politely asks if it is OK if she answers an urgent email message while you talk. You state that you would prefer that she wait and then describe the potential problem that could result from this behavior. What do you describe to her? (Choose the best response.) Lack of vocabulary understanding between the two TD professionals Failure to point out the importance of the message to the listener Feelings of defensiveness and rebuttal between the two TD professionals A disruptive setting that challenges both professionals' ability to communicate

Answer 62

A disruptive setting that challenges both professionals' ability to communicate Response D is correct because working on emails is disruptive and misdirects the receiver's attention away from the communication that is taking place.

Question 63

As a TD professional you are discussing process thinking and design with a new manager. He wants to examine a key process in his department. You are helping him understand how to ensure this effort will be most successful. He has laid out four items he wants to incorporate. You tell him that he is on the right track and that he should implement all but one. Which one do you tell him to disregard? (Choose the best response.) Involve groups of people who are responsible for the process Use a flowchart to display the current and future flow of activities Ask individual employees to monitor their time on and off the process Use metrics to establish performance baseline

Answer 63

Ask individual employees to monitor their time on and off the process Response C is correct because although monitoring time using the process may be an interesting metric, it does nothing to understand the process or to improve it.

Question 64

As a TD professional, you are discussing listening skills with a group of participants in the classroom. One of the participants raises his hand and says, "Listening is 100 percent the responsibility of the listener. If the listener does not understand the message, it isn't the speaker's fault." How do you respond? (Choose the best response.) "You are correct. Listening is hard work. If the listener does not understand it is not the fault of the speaker. The listener is just not working hard enough." "There are many things that get in the way of understanding the message including the sender's message, the listener's interpretation, the environment, the filters by both the sender and the listener, and many other things." "You are mostly correct, but sometimes the speakers have not thought the message through very well." "What did you say?"

Answer 64

"There are many things that get in the way of understanding the message including the sender's message, the listener's interpretation, the environment, the filters by both the sender and the listener, and many other things." Response B is correct because there are dozens of barriers and obstacles that can get in the way of a listener hearing and understanding the message.

Question 65

You are a part of a change effort. Everyone knows how important listening is when trying to make a change. You have the dubious responsibility of telling your senior leaders that employees do not think they are being heard by their leaders. One of the leaders challenges you by saying, "I've been to a listening class. I do listen. I nod my head, make good eye contact, and take notes when I need to. What else do you want me to do?" How do you respond? (Choose the best response.) "It depends on what is needed. You may need to listen for clarification or be an empathetic listener during change discussions." "Empathetic listening is the level that must always be used during change efforts to understand employee feelings." "You may want to ask a few questions to demonstrate that you are listening." "Try listening for the real meaning of the message."

Answer 65

"It depends on what is needed. You may need to listen for clarification or be an empathetic listener during change discussions." Response A is correct because active listening and listening for clarification takes the listening process to a higher level to help increase understanding of comments. During change, empathic listening is required also to identify feelings by the speaker.

Question 66

Six Sigma's goal is to move business product or service attributes within the zone of customer specifications and dramatically shrink process variation—the cause of defects that negatively affect customers. Six Sigma may be an effective technique to use in change initiatives because \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) It provides specific tools and approaches that can be used to reduce defects and improve processes It facilitates change by getting everyone involved It focuses on identifying the best of what is It outlines how to conduct a communication audit and how to create a communication plan

Answer 66

It provides specific tools and approaches that can be used to reduce defects and improve processes Response A is correct because Six Sigma is a data-driven methodology for analyzing and solving root causes of business problems.

Question 67

You are a TD professional who works in an advertising agency. You are meeting with the VP of marketing to discuss the importance of involving employees to aid the change process. She is not buying in until you say one thing. Which of the following is the best reason for involving employees in change? (Choose the best response.) It helps people become committed to the change Everyone needs to feel wanted and needed Stressful times can often spark feelings of isolation It provides a vehicle of expression for employees

Answer 67

It helps people become committed to the change Response A is correct because giving employees a sense of how they will be personally involved in change provides them with a sense of ownership of the change and thus increases their engagement.

Question 68

You have been asked to prepare a communication plan to distribute a list of critical issues regarding the change strategy to employees. Your training director has tried to "help" you by providing examples of media that you can use. As you look down the list, one of her suggestions is not a recognized media venue for communication. Which of the items on your director's list is NOT a recognized media format for a communication plan? (Choose the best response.) Teleconferences to provide an ongoing road map to managers A change survivor's guide to help people through change A telephone hotline for the latest breaking news and information An experiential learning activity that involves outdoor physical activities

Answer 68

An experiential learning activity that involves outdoor physical activities Response D is correct because providing an experiential learning activity that takes place outdoors is not a good way to communicate about change. It may be useful for other things such as team building, but to ensure that everyone affected by the change has clear, unambiguous information about the change, the TD professional needs an effective means of communication

Question 69

Your talent development department has been asked to join a group attempting to implement Six Sigma processes into their finance department. The implementation team is in the beginning stages of review but is looking for input from your department. At this stage of implementation, where can your department have the greatest effect in supporting the Six Sigma initiative? (Choose the best response.) Coaching leaders on how to implement Six Sigma Managing the transition to Six Sigma processes Creating Six Sigma processes within TD Developing leadership models in which Six Sigma can flourish

Answer 69

Coaching leaders on how to implement Six Sigma Response A is correct because a significant amount of intensive training is required for Six Sigma leaders, which means that training departments can have a great effect on the success of the initiative and the transformation of their organization's culture and operating systems.

Question 70

Which of the following is NOT an example of a motivational strategy? (Choose the best response.) Making a homemade thank-you card Giving an employee more autonomy Tapping into an employee's trust network Creating symbols of a team's work with a motto or logo

Answer 70

Tapping into an employee's trust network Response C is correct because tapping into an employee's trust network is not a way to motivate him or her. Because a trust network is a type of informal network where sensitive information is shared, getting information from it may make the employee uncomfortable. Creating symbols of a team's work with a motto or logo

Question 71

During organizational change, it is clear that employees' jobs will be restructured and the TD department will write new job descriptions. What characteristics does the Hackman and Oldham job model suggest should be included in jobs to ensure they are interesting and motivating? (Choose the best response.) Low stability, high energy, control, and patterns of behavior Fun, feedback, frankness, and flexibility Skill variety, autonomy, task identity, and feedback Clarity, rewards, growth, and training

Answer 71

Skill variety, autonomy, task identity, and feedback Response C is correct because the Hackman and Oldham job characteristic model explains how managers can make jobs more interesting and motivating. The five characteristics include skill variety, task identity, task significance, autonomy, and feedback.

Question 72

In a reward system, rewards need to have specific characteristics. Which of the following is NOT one of the characteristics that a reward should include? (Choose the best response.) Rewards need to be specific to indicate that the manager values and pays attention to achievements Rewards should always have a tangible value Rewards should include sincere praise Rewards are time sensitive and immediate

Answer 72

Rewards should always have a tangible value Response B is correct because intangibles, such as recognition, may be the most significant reward for some employees. Different people value different things.

Question 73

You are a part of a franchised physical therapy center. You are working through a change management prompted by key changes in healthcare laws. You need to get employees to move from the present state to the desired state. During this process, the employees must go through a transition state. The center's director believes that it should be easy to do. You explain to her what she might experience and why it may not be as easy as she thinks. She lists four behaviors she expects to see. You tell her she is correct in three out of the four. Which of the following characteristics is NOT one associated with this transition state when an organizational change occurs? (Choose the best response.) Low, often undirected, energy Control as a major issue Low stability Increased conflict

Answer 73

Low, often undirected, energy Response A is correct because energy levels during the transition state, while undirected, are often quite high. Therefore, response A is not one of the characteristics of transition states.

Question 74

You are a TD professional. One of the participants in your supervisory class has stayed after the class to talk to you. She has explained that she is having a motivation problem with her people. She goes on to tell you about how she has sponsored a department kickball team, gives prizes for the best decorated door for all holidays, sponsors chili cook-offs, and rewards employees for helping with extra tasks and cross-functional teams. With which topic do you begin? (Choose the best response.) Empowered employees want to know their supervisor is taking care of their development and growth Sometimes saving recognition for special occasions is not enough to motivate throughout the year Reward and recognition are different for different cultures Employees want to be recognized for the jobs they do

Answer 74

Employees want to be recognized for the jobs they do Response D is correct because employees want to be recognized for the jobs they do. While the other three statements are accurate, performance is most important for motivation. The five job characteristics that determine how motivated workers feel about their jobs: skill variety, task identify, task significance, autonomy, and feedback.

Question 75

The following are the most common management styles EXCEPT \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Anarchy Democracy Autocratic Diplomacy

Answer 75

Diplomacy Response D is correct because diplomacy is not a management style. It is a way for TD professionals to work with other people to build alliances and gain access to important resources.

Question 76

Which management style is most appropriately defined as employees working with little to no input from management and the processes are dependent on employees? (Choose the best response.) Anarchy Democracy Autocratic Diplomacy

Answer 76

Anarchy Response A is correct because anarchy refers to a management style in which managers allow employees to create and manage their own work processes.

Question 77

All of the following are types of social styles EXCEPT \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Amiable Analytical Driver Emotional

Answer 77

Emotional Response D is correct because emotional is not one of the four social styles defined by Harvey A. Robbins. The missing one is the expressive style

Question 78

People with this social style are often perfectionists who deal in logic and details and tend to keep feelings to themselves. (Choose the best response.) Amiable Analytical Driver Emotional

Answer 78

Analytical Response B is correct because the analytical style is characterized by a focus on logic and details.

Question 79

Your training manager calls a meeting to discuss strategies for the next fiscal year. She begins the meeting by setting the tone of the discussion and then asks for feedback around her ideas and any other ideas her team might have. Since you are studying to take your CPLP exam you just read about management styles. You are certain that this type of management style is best described as \_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Democratic Interactive Diplomatic Productive

Answer 79

Democratic Response A is correct because the example indicates that the manager sets the tone of the discussion and asks for feedback about her ideas from her employees. This indicates that the manager both is in control of the situation, unlike in an anarchic situation, and asks for input from employees, which is unlike a dictatorship.

Question 80

A colleague barks out orders to a fellow teammate and is highly demanding of himself and others. When dealing with this person, you have learned to do all of the following EXCEPT \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Provide thorough, detailed examples Be specific Be brief Make your point quickly

Answer 80

Provide thorough, detailed examples Response A is correct because the example suggests that your colleague has a driver social style. Because drivers prefer information to be brief, specific, and to the point, this professional would become impatient when provided with thorough examples. Thorough examples are more appropriate for an analytical person.

Question 81

A TD professional with whom you work is characterized by many on her team as someone who is constantly making work fun. She is enthusiastic and engaged but sometimes finds herself bored and disconnected when faced with repetitive tasks. This TD professional's personal style can best be described as \_\_\_\_\_\_\_\_\_\_\_\_\_\_. (Choose the option that completes the sentence accurately.) Amiable Analytical Driver Expressive

Answer 81

Expressive Response D is correct because an expressive person tends to look for a good time; is enthusiastic, creative, and intuitive; and has little patience for details.

Question 82

Your social style is analytical. You have been asked to establish a team to create new ideas for your first line supervisory class. You are considering asking the two individuals in question 2 and 3 above to be on your team. Should you invite both and why? (Choose the best response.) No, you should select team members who are your same social style so that you will appreciate each other's styles and have fewer conflicts Yes, you should invite both of them Invite the driver to help you get the work done, but the expressive will just goof off Invite the expressive to provide creative ideas but not the driver

Answer 82

Yes, you should invite both of them Response B is correct because the best teams are made up of all styles. The driver will help the team get organized and meet deadlines and the expressive will ensure that the team has many creative ideas. As the analytical you will address the details and insure quality.

Question 83

As an internal coach, you are working with a supervisor who has just been promoted. He seems to be having problems relating with the people who report to him. You have determined that he allows his people to share ideas and make their own decisions, so you do not think his management style is causing a disconnect. What else might you consider? (Choose the best response.) IQ and learning style Competing priorities and work ethics Emotional intelligence and social style Motivation and supervisory skills

Answer 83

Emotional intelligence and social style Response C is correct because either of these could be causing his inability to relate to his team. Available evidence supports the idea that increasing emotional intelligence produces more effective work groups and greater harmony in the workplace. If he is not aware of social styles, he could be experiencing styles clashes with some of the people who work for him.