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Change Management > Resit for a 10! > Flashcards

Resit for a 10! Flashcards

1
Q

Title of the book by T.J & S.Larkin in the lecture?

A

Communicating big change

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2
Q

What’s the book from M.Scott Peck about personal change?

A

The road less travelled

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3
Q

What is the title of the book for organisational change? who’s the author?

A

Leading Change by Kotter

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4
Q

What is change management?

A

A structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state

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5
Q

Why change is important?

A
  1. Inevitable part of life (personal&business)
  2. The speed of change is continually increasing
  3. To remain competitive & survive (org)
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6
Q

Apple is regarded as … in diffusion of innovation?

A

Innovator

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7
Q

Kodak is regarded as … in diffusion of innovation?

A

Laggards

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8
Q

Mention 3 characteristics of a learning organisation from Apple success story!

A
  1. Recognise people’s needs: feedback & empathy
  2. Energizes commitment & talents
  3. Be critical about yourself
  4. Sustainable culture
  5. Long-Term thinking & constantly learning
  6. Teamwork
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9
Q

Based on M.Scott Peck, why change fails?

A
  • Change is painful
  • People avoid problems, want easy way out
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10
Q

Who are 2 people who coined personal change model?

A

John Fisher & Kubler Ross

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11
Q

What is a learning organisation?

A

An organisation that is continuously expanding its capacity to create its future

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12
Q

What would be the desired impact of creating a learning organisation?
a. New internal training programs
b. Management would direct all aspect of the org
c. Employees would continually take classes
d. Company would continually innovate

A

D

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13
Q

Explain each of the 5 Disciplines from Senge!

A
  1. Systems Thinking: A discipline for seeing wholes rather than parts, for seeing patterns of change rather than static snapshots, and for understanding the subtle interconnectedness that gives living systems their unique character
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14
Q

The 5 Disciplines represent approaches: developing 3 core learning capabilities. What are they?

A
  1. Fostering ASPIRATION
  2. Develop REFLECTIVE conversation
  3. Understanding COMPLEXITY
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15
Q

Mention 3 building blocks of systems thinking!

A
  1. Reinforcing (amplifying) processes
  2. Balancing processes
  3. Delays
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16
Q

What is reinforcing & balancing loop?

A

Reinforcing: A process with which small actions amplify themselves, creating accelerating growth/decline

Balancing: A process that contains self-correcting or governing function that attempts to attain some goal/target

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17
Q

What is the function of delay in system thinking?

A

To prevent over-controlling/excessive actions/disruptions that create system instability rather than change

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18
Q

Peter Senge argues that a Shift of Mind is required to achieve Systems Thinking. What does this mean?

A
  1. Long-Term Thinking: See interrelationships rather than linear cause-effect
  2. See process of change (dynamic) rather than snapshots/isolated events
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19
Q

The easy way out usually leads back in misery. Who said that?

A

M.Scott Peck

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20
Q

What does delay mean?

A

Delay is interruptions in the flow of influence which make the consequences of an action occur gradually

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21
Q

Senge mentioned that a learning organisation should be … to commit to change
a. Reflective, inclusive, innovative
b. Flexible, dynamic, reflective
c. Dynamic, inclusive, flexible

A

C

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22
Q

The beer game is a:
a. Production/distribution system applied in telecom industry
b. Simulation for mental models by MIT
c. Book on personal change by Peck
d. Simulation to understand behaviour & decision making in org

A

D. To understand behaviour & decision making

+ understanding of how events are interconnected

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23
Q

Based on Senge, why organisation fail to change in relation with learning disabilities?

A
  1. Organisation refuse to acknowledge problem/mistakes
  2. They refuse to recognise impeding threat
  3. They learn poorly
  4. They don’t live up to their potential
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24
Q

What is learning disabilities according to WHO?

A

A state of arrested or incomplete development of mind

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25
Q

What is learning disabilities according to Senge?

A

Barriers to organisational learning

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26
Q

Mention 7 learning disabilities and explain each!

A
  1. I am my own position: focus only on one position within an organisation with little sense of responsibility and contribution to other roles
  2. The enemy is out there syndrome: when we blame other people/factors when things go wrong rather than seeing inward
  3. The delusion of learning from experience: the idea that we learn best from direct experience. Tend to break problem into components & delegating out those parts: comfort zone
  4. The illusion of taking charge: mistaken reactivity to proactivity, when proactivity should be about taking initiative, solving problems, and facing issues asap
  5. The myth of management team: not wanting to rock the boat, avoiding anything that’ll make them look bad personally, putting up appearances
  6. Fixation on events: short-term thinking, quick-fix
  7. The parable of the boiled frog: fail to recognise impeding threat that builds up slowly/gradually
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27
Q

What are 3 main challenges when org goes through a change?

A
  1. Disability to learn (poor learners)
  2. We’re prisoners to our thinking (lack of knowledge)
  3. Blind to the concept of the Lever (inability to understand complexity)
28
Q

What are archetypes?
a. Emotion that is connected to the nerves in our body that regulate our behaviour
b. A framework for understanding change at individual level
c. Recurring patterns of behaviour that give insights into the structures that
drive systems

A

C. Recurring patterns of behaviour

29
Q

What is the purpose of making system archetypes?

A

To prevent potential pitfalls by addressing/eliminating them in the planning stage when they’re easier to tackle before becoming a threat

30
Q

What are 2 system archetypes?

A

Limits to growth & shifting the burden

31
Q

Create limits to growth & shifting the burden archetypes in a paper!

A
  1. LIMITS TO GROWTH:
    There are two loops:
  2. Improved productivity -> join new university organisation -> busy with new activities -> increased self-actualization -> improved productivity (creates a REINFORCING LOOP as the CYCLE CONTINUES, and creating SECONDARY EFFECT in the second loop)
  3. Busy with activities -> new tasks to handle -> set up priority with time management (create delay in the process) -> adapt to new routine -> busy with activities (the BALANCING LOOP cycle CONTINUES to create STABILITY within the system)
  4. Shifting The Burden
32
Q

Create a linear thinking from the Oxfam case and the systemic thinking!

A

Linear Thinking:
Poverty (food crisis) -> collecting money for donations -> food aid

Systems Thinking:
Loop 1: quick solution = Poverty -> food aid (cycle continues in loop creating balancing loop)
Loop 2: Poverty (desired outcome from poverty) -> Education (delay slowing down the process) -> employment -> prosperity (desired outcome from poverty) and the cycle continues creating a balancing loop.
The side effect: dependant on donations & food aid

33
Q

What is discipline by senge?
a. Process of change (dynamic) rather than snapshots/isolated events
b. Interruptions in the flow of influence which make the consequences of an action occur gradually
c. A developmental path for acquiring skills/competencies
d. A discipline for seeing wholes rather than parts
e. Principles & practices we study, master, integrate into our lives

A

C and E

34
Q

Mention and explain what are the 2 personal disciplines from Senge?

A

Personal Mastery & Mental Models

  1. Personal mastery: the individuals’ personal motivation to constantly learn and grow to become better
  2. Mental models: deeply ingrained assumptions & mental images that influence how we understand the world and how we take actions
35
Q

Mention and explain what are the 2 organisational disciplines from Senge?

A

Building Shared Vision & Team Learning

  1. Building shared vision: when people within an organisation are bound together by a common identity and a sense of destiny. The are committed to the goal not because they’re told to, but because they want to.
  2. Team Learning: A disciple of aligning and developing the team’s capacity to create the result its member truly desire. Have dialogue as a basis, and discussion to enhance the result
36
Q

In personal mastery, there are 3 main practices to foster personal growth. What are they?

A
  1. Personal vision
  2. Creative tension
  3. Commitment to truth

VTT (vision - tension - truth)

37
Q

In mental models, it’s said that we tend to see partial views and have bias opinion. What would be the success example of a company in this case?

A

Royal Dutch / Shell
“This is the way I am seeing things, but we need to reflect’ rather than “This is the way things are”

38
Q

What is espoused theory & theories-in-use?

A
  • Espoused Theory (what we say)
  • Theories-in-use (what we do)
39
Q

According to David Bohm, there are 2 primary discourses to understand how team works. What are they?

A

Dialogue & Discussion

40
Q

There’s 2 pillars of Toyota Philosophy, what are they?

A
  1. Respect for people
  2. Continuous improvement
41
Q

What’s the difference between traditional leadership and New Leadership?

A

Traditional leadership: special people sets the direction, make key decisions, energize the troops (INDIVIDUALISTIC & Non-Systemic Worldview)

New Leadership: leaders as designer, steward, teacher

42
Q

What are the 3 types of leaders?

A
  1. Local-Line Leaders: all senge 5 D’s
  2. Network Leaders
  3. Executive Leaders
43
Q

To get new ideas translated into action and integrating innovative practices into daily work is considered as which type of leaders?

A

Local-Line Leaders

44
Q

Why does senge believe local line leaders are vital?

A

ALL SENGE 5 DISCIPLINES:
1. Testing efficacy of SYSTEM THINKING tools
2. Working with MENTAL MODELS
3. Committed to PERSONAL MASTERY
4. deepening conversation (part of org.discipline)
5. BUILDING SHARED VISION that connect to people’s reality
6. Creating work env where LEARNING & working are integrated

45
Q

Why does Network Leaders are vital based on Senge? one sentence!

A

They SPREAD, DIFFUSE, CONNECTING

46
Q

Explain which type of leaders are correct in the options below!
a. From one working group to another
b. Spread new ideas & practises
c. Working with mental models & systems thinking
d. Lead in developing ideas about purpose, value, mission
e. Shape the overall environment for innovation and change

A

a= Network leaders
b= Network leaders
c= Local-Line leaders
d= Executive leaders
e= executive leaders

47
Q

Explain the 3 roles in the new vision of leadership!

A

Leaders as: DST
1. Designer: design purpose, vision, values
2. Steward: servants to the vision to be understood & practiced
3. Teacher: coach to foster learning

48
Q

Unilever & Oxfam case is regarded as?

A

Bridges to non-traditional partners

49
Q

People will no longer give their hearts & minds to a purpose that consists only of returning net
capital investment and enhanced productivity…they contribute to the meaning of people’s
lives”

What is the example of a company that applies above statement?

A

SHELL

50
Q

Our best ideas come from our best asset : our people
Which company says that?

A

SHELL

51
Q

The heart of change, a sense of urgency are the books from?

A

John Kotter

52
Q

“Aiming for the heart, not only the mind” is the statement from … in the book …

A

John Kotter from Heart of Change book

53
Q

There are 3 phases in Kotter’s 8 Step change model, what are they?

A
  1. Creating a climate for change
  2. Engaging and enabling the org to change
  3. Implementing & sustaining the change
54
Q

There are 3 steps in the first phase of Kotter’s change model, explain are they including the leadership role + Senge disciplines involved!

A

1st phase: Creating a climate of change

Steps=
1. Increase the urgency: help others to see the need for change through bold & aspirational statement that communicates the importance of acting immediately
- Key Players: senior to mid (top management to managers)
- Senge: Systems thinking (providing scenario for a change) + Mental models + Team Learning (discussion & dialogue)

  1. Build a guiding team/coalition: a coalition of effective people to guide, coordinate, and communicate its activities
    - Key players: Senior manager to managers, leaders, floor staff
    - Senge: Systems thinking (archetypes) + Mental models + Personal mastery
  2. Get the vision right: forming a strategic vision and initiatives that will engage and connect people
    - Key Players: manager + mid manager (STEWARD)
    - Senge: systems thinking + personal mastery + mental models + shared vision
55
Q

What is the second phase in Kotter 8 Steps of Change?

A

Engaging and enabling organisation to change

56
Q

Explain the 3 steps in the second phase of Kotter change model!

A
  1. Communicate for buy-in: enlist a volunteer army to drive change
    - Key players: Manager + mid managers (leaders, supervisors) + floor staff
    - Senge: Systems thinking + shared vision + team learning
  2. Enable action: removing barriers (inefficient processes & hierarchies) to generate real impact + feedback sessions + incentives & recognition
    - Key players: mid managers + floor staff
    - Senge: mental model + team learning
  3. Create short-term wins: make goals tangible by giving incentives and positive results for employees
    - DEMONSTRATE BENEFITS EARLY ON
57
Q

What is the LAST phase in Kotter 8 Steps of Change?

A

Implementing and sustaining change

58
Q

Explain the last 2 steps in the third phase of Kotter organisational change!

A
  1. Don’t let up: maintaining the momentum, build on change
  2. Make it stick: when it’s embedded in the working culture as a new culture
59
Q

What is ADKAR model? and what does it stand for?

A

ADKAR: individual behaviour change
Awareness, Desire, Knowledge, Ability, Reinforcement

60
Q

There are 3 principles for success in organisation communication. What are they?

A
  1. Begin communicating ASAP
  2. Communicate face to face through SUPERVISORS input
  3. High demand/RELEVANT content
61
Q

Larkin mentions that face to face communication is needed. Select which statement is true!
a. People under stress prefer emails & whatsapp
b. People need low-tech communication during change
c. Information technology provides good relief for anxiety and frustration

A

B. FACE TO FACE COM ONLY! no IT!

62
Q

What are 2 measures for a successful change communication?

A

Communication should:
1. Change behaviour
2. Receiver-oriented

63
Q

Wojtecki and Peters says that HR need more… during times of change?

A

Low-tech communication

64
Q

Based on J.Wojtecki and R.Peters, what are 3 of the most powerful factors of threat perception?

A

Trust, Control, Benefit

65
Q

Mention 3 credibility hierarchy from employees perspective!

A
  1. Supervisors
  2. Top executives
  3. Union Representatives
66
Q
A

Change Management (2 decks)

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