Question 1

The first step in appreciative inquiry is dreaming,in which participants envision what might be possible in an ideal organization.

Accepted Answer

A) True 
 B)False

Question 2

The textbook describes several strategies to initiate change.Which two of these strategies should be applied when every other strategy has failed?

Accepted Answer

A)  Communication and negotiation 
B)  Coercion and negotiation 
C)  Stress management and employee involvement 
D)  Coercion and stress management 
E)  Learning and communication 
A)  Communication and negotiation 
B)  Coercion and negotiation 
C)  Stress management and employee involvement 
D)  Coercion and stress management 
E)  Learning and communication

Question 3

The fourth principle of appreciative inquiry is called the poetic principle.

Accepted Answer

A) True 
 B)False

Question 4

Direct costs,fear of the unknown,and incongruent organizational systems are all sources of resistance to change.

Accepted Answer

A) True 
 B)False

Question 5

Action research is the process of determining whether the change process is ethical or not.

Accepted Answer

A) True 
 B)False

Question 6

Unfreezing occurs by making the driving forces stronger than the restraining forces.

Accepted Answer

A) True 
 B)False

Question 7

Resistance to organizational change may be caused by:

Accepted Answer

A)  employee perceptions that the new conditions have higher costs and fewer benefits for them. 
B)  the psychological cost of uncertainty about the personal risks involved in the change. 
C)  employees wanting to prove that change effort won't work because they dislike the change agent or the action is contrary to their recommendations. 
D)  All of these may cause resistance to change. 
E)  None of these causes resistance to change. 
A)  employee perceptions that the new conditions have higher costs and fewer benefits for them. 
B)  the psychological cost of uncertainty about the personal risks involved in the change. 
C)  employees wanting to prove that change effort won't work because they dislike the change agent or the action is contrary to their recommendations. 
D)  All of these may cause resistance to change. 
E)  None of these causes resistance to change.

Question 8

The concepts of unfreezing and refreezing the system are mainly represented in:

Accepted Answer

A)  Lewis's reaction research model. 
B)  Lewin's force field model. 
C)  appreciative inquiry. 
D)  customer-driven change. 
E)  the diffusion of change process. 
A)  Lewis's reaction research model. 
B)  Lewin's force field model. 
C)  appreciative inquiry. 
D)  customer-driven change. 
E)  the diffusion of change process.

Question 9

The constructionist principle of appreciative inquiry takes the position that conversations don't describe reality.

Accepted Answer

A) True 
 B)False

Question 10

Action research is:

Accepted Answer

A)  the theoretical foundation for appreciative inquiry. 
B)  a form of team building. 
C)  a highly participative process of planned change. 
D)  a social structure created alongside the formal organization for the purpose of refreezing the desired conditions. 
E)  None of these describes action research. 
A)  the theoretical foundation for appreciative inquiry. 
B)  a form of team building. 
C)  a highly participative process of planned change. 
D)  a social structure created alongside the formal organization for the purpose of refreezing the desired conditions. 
E)  None of these describes action research.

Question 11

Refreezing refers to:

Accepted Answer

A)  getting one's own way in organizational politics. 
B)  a management practice used to discourage newcomers from staying with the organization. 
C)  aligning the organization's systems with the desired behaviours to support and reinforce the new role patterns. 
D)  repeating the change process a second time, because the first attempt to freeze the changes were unsuccessful. 
E)  producing a disequilibrium between the driving and restraining forces of change. 
A)  getting one's own way in organizational politics. 
B)  a management practice used to discourage newcomers from staying with the organization. 
C)  aligning the organization's systems with the desired behaviours to support and reinforce the new role patterns. 
D)  repeating the change process a second time, because the first attempt to freeze the changes were unsuccessful. 
E)  producing a disequilibrium between the driving and restraining forces of change.

Question 12

Appreciative inquiry is deeply grounded in the emerging philosophy of positive organizational behaviour.

Accepted Answer

A) True 
 B)False

Question 13

The main objective of force field analysis is to help change agents to:

Accepted Answer

A)  identify ways to force employees to change their behavior. 
B)  find ways to increase the driving forces for change. 
C)  diagnose the situation better by understanding the driving and restrain proposed organizational change. 
D)  determine whether change is necessary at all. 
E)  do none of these things. 
A)  identify ways to force employees to change their behavior. 
B)  find ways to increase the driving forces for change. 
C)  diagnose the situation better by understanding the driving and restrain proposed organizational change. 
D)  determine whether change is necessary at all. 
E)  do none of these things.

Question 14

Successful change requires a well-articulated and appealing vision of the desired future state.

Accepted Answer

A) True 
 B)False

Question 15

Appreciative inquiry begins by:

Accepted Answer

A)  determining the cause of the problem. 
B)  determining whether there is a problem that needs to be fixed. 
C)  involving employees in the process of refreezing. 
D)  identifying the positive elements of an organization or work unit that is performing well. 
E)  creating a common image among participants of what should be in their own organization. 
A)  determining the cause of the problem. 
B)  determining whether there is a problem that needs to be fixed. 
C)  involving employees in the process of refreezing. 
D)  identifying the positive elements of an organization or work unit that is performing well. 
E)  creating a common image among participants of what should be in their own organization.

Question 16

Which of the following is NOT an effective strategy to unfreeze the status quo?

Accepted Answer

A)  Educating employees about the change effort. 
B)  Strengthening existing team norms and organizational systems. 
C)  Encouraging employees to participate in the change process. 
D)  Providing formal stress management programs to help employees to cope with the change. 
E)  Negotiating alternative benefits for employees who will clearly lose out by the change. 
A)  Educating employees about the change effort. 
B)  Strengthening existing team norms and organizational systems. 
C)  Encouraging employees to participate in the change process. 
D)  Providing formal stress management programs to help employees to cope with the change. 
E)  Negotiating alternative benefits for employees who will clearly lose out by the change.

Question 17

Future search conferences are large group sessions,usually lasting a few days,in which participants identify the environmental trends and establish strategic solutions for those conditions.

Accepted Answer

A) True 
 B)False

Question 18

Transformational leaders are agents of change.

Accepted Answer

A) True 
 B)False

Question 19

To bring about effective change,leaders must create an urgency to change internally rather than rely on forces outside the organization to create that urgency

Accepted Answer

A) True 
 B)False

Question 20

Discovery,dreaming,and delivering are the first three stages of appreciative inquiry.

Accepted Answer

A) True 
 B)False

The first step in appreciative inquiry is dreaming,in which participants envision what might be possible in an ideal organization.

The textbook describes several strategies to initiate change.Which two of these strategies should be applied when every other strategy has failed?

The fourth principle of appreciative inquiry is called the poetic principle.

Direct costs,fear of the unknown,and incongruent organizational systems are all sources of resistance to change.

Action research is the process of determining whether the change process is ethical or not.

Unfreezing occurs by making the driving forces stronger than the restraining forces.

Resistance to organizational change may be caused by:

The concepts of unfreezing and refreezing the system are mainly represented in:

The constructionist principle of appreciative inquiry takes the position that conversations don't describe reality.

Action research is:

Refreezing refers to:

Appreciative inquiry is deeply grounded in the emerging philosophy of positive organizational behaviour.

The main objective of force field analysis is to help change agents to:

Successful change requires a well-articulated and appealing vision of the desired future state.

Appreciative inquiry begins by:

Which of the following is NOT an effective strategy to unfreeze the status quo?

Future search conferences are large group sessions,usually lasting a few days,in which participants identify the environmental trends and establish strategic solutions for those conditions.

Transformational leaders are agents of change.

To bring about effective change,leaders must create an urgency to change internally rather than rely on forces outside the organization to create that urgency

Discovery,dreaming,and delivering are the first three stages of appreciative inquiry.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters

Exam 15: Organizational Change Additional Cases

The first step in appreciative inquiry is dreaming,in which participants envision what might be possible in an ideal organization.

The textbook describes several strategies to initiate change.Which two of these strategies should be applied when every other strategy has failed?

The fourth principle of appreciative inquiry is called the poetic principle.

Direct costs,fear of the unknown,and incongruent organizational systems are all sources of resistance to change.

Action research is the process of determining whether the change process is ethical or not.

Unfreezing occurs by making the driving forces stronger than the restraining forces.

Resistance to organizational change may be caused by:

The concepts of unfreezing and refreezing the system are mainly represented in:

The constructionist principle of appreciative inquiry takes the position that conversations don't describe reality.

Action research is:

Refreezing refers to:

Appreciative inquiry is deeply grounded in the emerging philosophy of positive organizational behaviour.

The main objective of force field analysis is to help change agents to:

Successful change requires a well-articulated and appealing vision of the desired future state.

Appreciative inquiry begins by:

Which of the following is NOT an effective strategy to unfreeze the status quo?

Future search conferences are large group sessions,usually lasting a few days,in which participants identify the environmental trends and establish strategic solutions for those conditions.

Transformational leaders are agents of change.

To bring about effective change,leaders must create an urgency to change internally rather than rely on forces outside the organization to create that urgency

Discovery,dreaming,and delivering are the first three stages of appreciative inquiry.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters