Chapter 15: Organizational Culture & Change

Question 1

Describe the effect of negative stories and complaints on organizational culture

Answer 1

Energy, commitment, innovation, and teamwork suffer

Question 2

What are the three steps of the organizational change cycle?

Answer 2

Inquiry, engagement, review

Question 3

Soliciting answers to questions about how people interpret skill competencies and positive values

Answer 3

Inquiry

Question 4

Build on common themes identified during the inquiry phase by asking other people to comment on the stories that were shared

Answer 4

Engagement

Question 5

Strives to uncover the best stories from the engagement and inquiry phases, as well as determine how to best circulate them throughout the organization

Answer 5

Review

Question 6

Points where system inputs are sufficient enough to cause exponential changes in a New Direction

Answer 6

Tipping points

Question 7

Sets of words and phrases that outline the skills, knowledge, attitudes, and behaviors that the organization respects and that employees need to perform their jobs well

Answer 7

Competency Frameworks

Question 8

What are the three stages of the change communication framework?

Answer 8

The static stage, the fluid stage, and the dynamic stage

Question 9

The mindset of the organization is frozen and needs senior level determination to take a new road, and employee awareness that survival means change

Answer 9

Static stage

Question 10

Stage of change: As the mindset opens, build recognition, understanding, and knowledge by demonstrations, opportunities for learning, and training

Answer 10

Fluid stage

Question 11

The mindset is open to what is new and other projects: anticipatory capabilities, flexibility, and acceptance of continuous change and learning

Answer 11

Dynamic Style

Question 12

What is the major roadblock to managing change successfully?

Answer 12

Change does not happen in isolation

Question 13

1. Stop the rumor mill
2. Begin a communications campaign
3. Make senior management commitment clear
4. Make employees aware of why the change is necessary
5. Achieve buy-in at all levels
6. Break down barriers between employees
7. Provide training
8. Ensure that anticipatory capability is built into the culture

Answer 13

The 8 necessary steps for successfully managing change

Question 14

• Ineffective or missing business case
• Costs not recognized
• Systems not aligned
• Limited and one directional communication
• Line management support not built
• Lack of insight into stakeholder issues
• Minimal involvement
• Success assumed

Answer 14

Several pitfalls that can cause change to get off track

Question 15

Pitfall: Leaders don’t communicate a case for change, or it is incomplete

Answer 15

Ineffective or missing business case

Question 16

Pitfall: Cost of implementing and controlling change not planned for or acknowledged

Answer 16

Costs not recognized

Question 17

Pitfall: Existing processes and systems (e.g. rewards, training, and information) don’t support change

Answer 17

Systems not aligned

Question 18

Pitfall: Leaders expect one-way communication; audience can’t engage, ask questions, etc

Answer 18

Limited and one-directional communication

Question 19

Pitfall: Tactical leaders don’t support the direction and approach

Answer 19

Line management support not built

Question 20

Pitfall: Leaders assume they know what people think; need to listen informally

Answer 20

Lack of insight into stakeholder issues

Question 21

Pitfall: Input, questions, and ideas aren’t recorded and documented - responses and tactics don’t need needs

Answer 21

Minimal involvement

Question 22

Pitfall: Leaders make a premature assumption of success and fail to follow up, support, and drive continuing change

Answer 22

Success assumed

Question 23

The 7 core factors in successful change management summarize…

Answer 23

The conditions, resources, and processes that support successful change

Question 24

Core Factor: Be clear and unambiguous about the purpose of change, its direction, and the approach

Answer 24

Clarity

Question 25

Core Factor: Build a sense of ownership, belonging, and commitment; consult with and involve the people who will be affected by the change

Answer 25

Engagement

Question 26

Core Factor: Put the needed resources in place (e.g. financially, human, and technical) to enable the change

Answer 26

Resources

Question 27

Core Factor: Ensure that systems and processes (e.g. rewards, info, accounting, and training) support the change

Answer 27

Alignment

Question 28

Core Factor: Guide, train, and equip leaders at every level so that they display consistent commitment to the change

Answer 28

Leadership

Question 29

Core Factor: Facilitate an effective 2-way flow of information; be aware of issues and questions; provide timely responses

Answer 29

Communication

Question 30

Core Factor: Establish clear goals and assess programs against them; adjust and fine-tune as necessary

Answer 30

Tracking

Question 31

(1) change comes more readily to the organization that has

Answer 31

A clear mission and strategy that guides and informs the goals of teams and individuals

Question 32

(2) change comes more readily to the organization that has

Answer 32

Supportive leaders at every level who effectively engage, motivate, and communicate with their teams

Question 33

(3) change comes more readily to the organization that has

Answer 33

Employees who are engaged, informed, and involved

Question 34

List ways that leaders can encourage innovation in their organization

Answer 34

Ask for input in decision making at all levels Guide staff through creative thinking processes to ensure followers are on the right track

Question 35

- Employees have the tools necessary to envision opportunities for better ideas - Generates trust - Encourages information exchange

Answer 35

The benefits of open communication

Question 36

Discuss the role of motivation in developing a creative workforce

Answer 36

Followers are more creative when leaders place them in positions that are naturally motivating

Question 37

What are the 3 creative roles that 21st century leaders must perform?

Answer 37

- Social artist - Spiritual visionary - Cultural innovator

Question 38

21st century leader role: Continually work on themselves to develop skills; work in collaborative networks to create social innovation; help cultures and organizations move forward

Answer 38

Social artist

Question 39

21st century leader role: Interpret the universe and people's roles therein, organizations role in business and people's roles in fulfilling the mission - provide deeper meaning, fresh insight, and inspiration

Answer 39

Spiritual Visionary

Question 40

21st century leader role: Advocates and pioneers for new ideas, values, artifacts, and lifestyles; explores & nurture creative talents & abilities of people to create change

Answer 40

Cultural innovators

Question 41

The rational and intuitive powers that enable leaders to recognize, conceptualize, and deal with the scope, nature, and complexities of the new era

Answer 41

Mindset

Question 42

The emotional powers that enable leaders to desire and then tenaciously pursue (sometimes in the face if considerable obstacles) what they want or believe to be right

Answer 42

Heart-set