Chapter 21 Flashcards
(104 cards)
1
Q
Organizational ____ can be a complicate, often painful process
A
Change
2
Q
Who plays a key role in managing organization change
A
Senior Enlisted Leaders
3
Q
Renowned social psychologist Kurt Lewin recommends leaders view change as a three stage process. What are these stages
A
Unfreezing
Changing
Refreezing
4
Q
What is Org change
A
An org adoption of a new idea or behavior establishing new norms
5
Q
When managing org change, norms can fall into what four main categories
A
Technology
Tasks
Structure
People
6
Q
When managing Or change when is change needed
A
When there is a perceived gap between what the norms are and what they should be
7
Q
Unfreezing is an Orgs deliberate ___ for change
A
Preparation
8
Q
The unfreezing stage of Org change involves making AMN understand the importance of change and how it will affect their jobs T/F
A
True
9
Q
When managing Or change, how do leaders in the unfreezing stage generate a need in people to feel the effect of change
A
By pointing out the problems or challenges with the current operations
10
Q
Acceptance is usually the first reaction to Org change T/F
A
False
11
Q
What does a good Org change plan allow change agents to do
A
Anticipate problems, develop courses of action and deal with resistance
12
Q
What are the four most common forms of resistance tor Org change
A
Uncertainty
Self interests
Different perceptions or neo felct need to change
Over determination
13
Q
The structure of the org may be a barrier to change. Why
A
The structure may be so rigid as to inhibit change
14
Q
What are five successful methods of managing and reducing résistance during Org change
A
Education and communication Participation and involvement Facilitation and support Negation ion and agreement Coercion
15
Q
Analyze the forces for and against Org change, devise a ___ to deal with them and then attend to the change itself
A
Strategy
16
Q
Org change may be more successful when implemented in sequential steps. Why is the first step important
A
Its visible success may increase support for the rest
17
Q
During Org change, what improves the chances of success and decreases the likelihood of repeating the unfreezing process
A
Careful planning
18
Q
The second stage of Org change involves modifying technology, task, structures or distribution of people, anything that alters the ___
A
Status Quo
19
Q
What is the Org change agents role in the changing stage
A
To monitor the change as it occurs
20
Q
As an Org change agent, how can you ensure your plan unfolds as intended
A
Be involved and deal with any problems that arise
21
Q
During the changing stage of Org change, provide ____ and offer encouragement and advice as needed
A
Support
22
Q
During Org change, never consider returning to the unfreezing stage T/F
A
False
23
Q
What is the final stage in the Org change process
A
Refreezing
24
Q
What is the goal of the refreezing stage of organization change
A
The desired outcomes and new norms are permanently locked into place
25
What do people often do during a change process without a refreezing stage
Return to old ways
26
Positively reinforce desired outcomes during org change by rewarding people to strengthen the correct behaviors T/F
True
27
After evaluating the results of the changes in the Org what actions should the change agent take if the change happens poorly
Reinforce the desired outcomes and make constructive modifications
28
____ results when one person or group perceives that another person or group is frustrating, or about to frustrate an deportation concern
Conflict
29
Conflict is always destructive T/F
False
30
When is conflict destructive
When it produces barriers to cooperation and communicating, destroying morale and diverting energy from important tasks and initiative
31
How does effective conflict management benefit the Org
Reduces Org chaos and stimulates work activity and productivity
32
In addition to personal behavior factors, what five general factors can lead to conflict
```
Communications Factors
Structural Factors
Line staff disconnect
Rewards
Resource interdependent
```
33
The source of most communication problems is a lack of communication T/F
False
34
List several factors that can lead to conflict in a large Org
More opinions, perspectives, perceptions, etc...
Unclear goals
More rigid structures
Increased specialization
More levels of supervision
Increased opportunities for information distortion
35
Rejecting a persons ideas can cause frustration and conflict. how can it lead to increased productivity
If workers become more creative or competitive and search for better ways to enhance overall unit performance
36
____ personnel are more concerned with production and immediate or short range goals, and are often more loyal to the company. ___ personnel are usually more creative and critical of the Org and are more concerned with long range or strategic goals
Line... Staff...
37
Earning ____ involves a level of competition which can lead to conflict
Rewards
38
List three personal behavior factors that contribute to conflict
Values
Perceptions
Personality
39
What personal behavior factor often leads to conflict when questioned, criticized or opposed
Values
40
Two personality types that are especially conflict prone are the highly ___ individual and the low ____ individual
Authoritarian... Self esteem
41
List the five major styles managers use to manage conflict
```
Competing
Collaborating
Accommodating
Avoiding
Compromising
```
42
What conflict management style attempts to overwhelm the opponent with formal authority, threats or use of power and is highly assertive and uncooperative
Competing or forcing
43
The collaborating style of conflict management attempts to satisfy the concerns of both sides through honest discussion. What degree of assertiveness and cooperation does it require
It requires high levels of Both assertiveness and cooperation
44
What style of conflict management combines low assertiveness with high cooperation and may result in giving in to another persons wishes
Accommodating
45
The ____ style of conflict management is combination of low assertiveness and low cooperation
Avoiding
46
Compromising to resolve a conflict requires high cooperation and little assertiveness T/F
False
47
What three factors must you consider when selecting a style of conflict management
Who your dealing with
The stakes in the conflict
The situation itself
48
Which style of conflict management is always most effective
There is no one best style. All five styles are effective in certain situations
49
AF smart operations uses what type of methodologies to achieve individual, unit and institutional excellence and effectiveness
Continuous Process Improvement
50
There are always ways to improve any process to better meet the customers needs T/F
True
51
How many steps are in the problem solving model at the core of AF process improvement efforts
Eight
52
Rigorously apply the eight step problem solving model to eliminate waste in everyday work and to close ___ in process
Performance gaps
53
Waste and ___ come in many forms and most waste is a result of the processes and methods used
Inefficiencies
54
Why should process improvement efforts avoid blaming people for failed processes
Because people are usually not the cause of inefficient process, and they can best identify barriers and inefficiencies in their day to day jobs
55
Successful process improvement requires the AF to both identify a problem and understand why it exists T/F
True
56
The eight step problem solving model provides a concise, common format to define and ___ the problem
Validate
57
Strategic alignment and deployment ensures resources and activities are linked to what three key items of the enterprise
Strategies
Priorities
Goals
58
Problem solving efforts should be selected base on the Units ___ plan
Strategic
59
The eight step problem solving model builds consensus within a single page document to identify and validate problems. What's size is the document
The model is printed on an 11X17 piece of paper completed in pecil
60
List in order the tasks in the eight step problem solving model
```
Clarify and validate the problem
Break down the problem and identify performance gaps
Set improvement targets
Determine root causes
Develop countermeasures
See countermeasures through
Confirm results and process
Standardize successful processes
```
61
What is the critical first step to effective problem solving
Clearly understanding the problem
62
In step 1 (clarify and validate the problem) of the model, what two errors might occur if you Fly by the seat of your pants and fail to clearly understand the problem
What seems like an obvious solution to the problem solver may cause a misdiagnosis of the underlying problem
The problem solvers mindset is closed to potential solutions better suited to solving the problem
63
An adequately defined problem statement shows performance against a standard with scope and direction for the team. What does it not do
Make assumptions about a root case, solution and or countermeasure
64
Why do you collect and analyze data in Step 1 of the eight step problem solving model
To validate both the existence and magnitude of the problem
65
Why is step 2 (break down the problem and identify performance gaps) of the model sometimes frustrating for airmen
They want to take immediate action and implement solutions
66
Understanding what data is required and our ability to ___ are critical to highlighting the performance gap in a process
Interpret what that data means
67
Who sets improvement targets during step 3 (set improvement targets ) of the eight step problem solving model
Process owners and or project sponsors
68
In the eight step problem solving mode., improvement targets define the ____ level required to make an org vision a reality
Performance levels
69
What does the acronym B-SMART represent in the eight step problem solving model
Improvement targets having the following characteristics, Balanced, Specific, Measurable, Attainable, Results focused and time bound
70
B- SMART targets must be developed to balance the effort and resources required to achieve them with those needed to accomplish the overall Or mission T/F
True
71
When setting B-SMART target what makes a target specific
Desirable outputs based on SME knowledge and experience that are applicable to the process improvement activity
72
In step t3 (set improvement targets) of the Model what does the measurable characteristic of B-SMART objective include
Time frames and data obtainable from specific sources
73
When setting B-SMART targets resources must be available for the goal to be attainable and the goal should be risk free T/F
False
74
When setting B-SMART targets, results focused targets should be linked to the mission, vision and goals, what else should they be
They should be meaningful to the user
75
When setting B-SMART targets how do you satisfy the time bound characteristic
Provide a targeted completion date to provide accountability
76
Root cause analysis is a ____ between digging as deeply as possible and finding the deepest point still with in the teams sphere of influence
Tradeoff
77
Which should be the easiest step in the eight step problem solving model
Step 5 - Develop Countermeasures
78
What two things determine the strength of a solutions impact on a problem
The quality of the solution
| How it is accepted by those who must implement it
79
What formula represents the impact of a solution
(Quality of the solution) X (acceptance) = greatest impact
80
An excellent solution to a problem can have zero impact T/F
True
81
Describe how a leader can present the solution to a problem so that its accepted by those who must implement it
Select the most practical and effective countermeasures
Keep it simple
Build consensus and ownership by involving all stakeholders as appropriate
82
What does an action plan waste if there is no action
Time and resources
83
One way for the AF leaders to maintain momentum in step 6 (see countermeasures through) is by communicating the expected benefits of implementation to the implementers. List three other things leaders can do to maintain the momentum
Have high confidence that countermeasures address the problem
Devise appropriate implementation plans with the information necessary to ensure countermeasure completion
Demonstrate anticipation of a better way of doing business
84
In the Eight step model, training is almost always required and is usually necessary at different levels simultaneously T/F
True
85
In step 7 (confirm results and process) of the model leaders compare the results of the countermeasures with performance gaps and improvement targets. What do they confirm about the process
That the process is sustainable, repeatable and meets mission requirements
86
In step 7 (Confirm results and process) of the model, leaders should monitor progresses for performance relative to what three things
The baseline developed in step 1 and 2
B- SMART targets established in step 3
The solution implementation
87
What should leaders consider doing if they find target deadlines are not being met in step 7 (confirm results and processes) of the model
Evaluate whether to return to step 4: Determine root causes
88
What is the most common mistake made during CPI efforts
Incorrectly determining the root causes of the problem
89
Which is the most commonly skipped and under completed step in the model
Step 8: Standardize successful processes
90
Answering which three questions can help define Step 8 (Standardize successful processes) in the eight step problem solving model
What is needed to standardize the improvement
How should improvements and lessons learned be communicated
Were other opportunities or problems identified by the problem solving model
91
List the six ways that improvements and lessons learned during the eight step problem solving model can be communicated
```
CPI management tool
Key meeting
AF pubs
Public Affairs
Chain of command
SharePoint sites
```
92
Following all steps in the model ensures desired results that are aligned with the orgs needs and are achieved with minimum wasted effort T/F
True
93
AF smart operations incorporates aspects of for major CPI methodologies List them
Business process reengineering
Lean
Six sigma
Theory of constraints
94
When using the model, each solution must draw from only one of the four major CPI methodologies T/F
False
95
Which CPI methodologies identifies unnecessary activities and eliminates them whenever possible
Business process Reengineering
96
Which CPI methodologies focuses on workflow, customer value and eliminating process waste
Lean
97
Which CPI methodology is rigors and data drive focusing on minimizing waste by reducing process variation
Six Sigma
98
Which CPI methodology involves a systematic approach to optimize resource utilization by identifying, exploring, subordinating elevating and reassessing constraints in the process
Theory of Constraints
99
List the three levels of effort that could be required when accomplishing an eight step problem solving solution
Just do it
Rapid Improvement Even
Improvement Project
100
Which level of effort in accomplishing and 8 step problem solving solution involves on person or a small team, and can be done in less than one day
Just do it
101
Describe the team and timeline that would require a Rapid Improvement Even level of effort to accomplish an eight step
A small team o individuals, usually SME, and the task can be accomplished within a week
102
Which level of effort is accomplishing an eight step problem solving solution involves a large team and is conducted over a long period of time
Improvement Project
103
AF Smart operations, Using the model is a simple method to record CPI efforts. it is best suited for use at the unit level T/F
False
104
The eight step model is a single piece of paper approach and provides a ___ for airmen to solve problems and perform process improvement initiatives
Standardized template
