14. Managing Change

Question 0

What is Beckhard and Harris’s change equation?

Answer 0

D . V . F > R

Question 1

According to Lewin’s psychological model of the change process, what are its three stages?

Answer 1

Unfreezing
Change
Freezing

Question 2

What do the four terms of the change equation stand for?

Answer 2

D = dissatisfaction with present situation
V = vision of possible improvement
F = first steps toward change

R = resistance to change

Question 3

What is the implication of Beckhard and Harris’s change equation?

Answer 3

If any of D, V, or F are zero or close to zero, then resistance to change will be difficult to overcome.

Question 4

What four common reasons for resisting change are identified by Kotter and Schlesinger?

Answer 4

Parochial self-interest
Misunderstanding
Low tolerance of change
Different interpretation

Question 5

What six strategies for overcoming resistance to change were suggested by Kotter and Schlesinger?

Answer 5

Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and co-optation
Explicit and implicit coercion

Question 6

According to Schein, the function of — is the creation and management of culture

Answer 6

Leadership

Question 7

What three levels of culture are outlined by Schein?

Answer 7

Artifacts - tangible and obvious expressions of culture
Espoused values - expressed vision, mission, strategies, etc
Basic underlying assumptions - taken for granted and ultimately informing the organisational culture

Question 8

What four types of organisational culture are identified by Sonnenfield?

Answer 8

Academy culture
Baseball team culture
Club culture
Fortress culture

Question 9

What four kinds of culture are identified by Handy?

Answer 9

Power culture - Zeus
Role culture - Apollo
Task culture - Athena
Person culture - Dionysus

Question 10

What eight pieces of advice does Beyer offer to managers wanting to bring about a change in organisational culture?

Answer 10

Take advantage of suitable opportunities
Promote change with an optimistic focus
Recognise and deal with reasons for resistance
Ensure some key elements remain the same
Recognise importance of careful, detailed implementation
Ensure appropriate cultural changes made to support and sustain change initiative
Modify informal organisation
Develop innovative leadership

Question 11

What eight reasons for failure to change are identified by Kotter?

Answer 11

Lack of clear vision
Failure to communicate vision
Complacency
Lack of support
Allowing circumstances to derail change
Failure to secure short term wins
Declaring victory too soon
Failure t ground change in organisational culture

Question 12

How might one overcome a lack of clear vision for planned change?

Answer 12

Develop specific, focused vision for change

Question 13

How might one overcome failure to communicate vision?

Answer 13

Disseminate vision throughout organisation

Question 14

How might one overcome complacency?

Answer 14

Set clear deadlines for implementation and drive the change process

Question 15

How might one overcome lack of support for change?

Answer 15

Build alliances with key personnel

Question 16

How might one avoid allowing circumstances to derail change?

Answer 16

Assign responsibilities and authority to troubleshoot and remove roadblocks

Question 17

How might one avoid failure to secure short term wins?

Answer 17

Build early wins into the plan

Question 18

How might one avoid declaring victory too soon?

Answer 18

Stick to the plan, recognise achievements but go for full implementation

Question 19

How might one avoid failure to ground change in the organisational culture?

Answer 19

Ensure change is embedded

Question 20

According to the theory of planned behaviour, human behaviour is guided by what three types of beliefs?

Answer 20

Behavioural beliefs (concerning consequences of behaviour)
Normative beliefs (concerning expectations of others and society)
Control beliefs (concerning presence of factors that may support or hinder behaviour)

Question 21

How is the DICE project score calculated?

Answer 21

DICE = D + (2I) + (2C1) + C2 + E
Where D = duration of project
I = integrity (ability to deliver on time)
C1 = management support
C2 = employee support
E = effort required
Each term scored 1-4, 1 being most favourable

Question 22

What would a DICE score of 7 imply?

Answer 22

Change certain to succeed

Question 23

What would a DICE score of 7-14 imply?

Answer 23

Change highly likely to succeed

Question 24

What would a DICE score of 14-17 imply?

Answer 24

Worry zone - project is risky

Question 25

What would a DICE score of 17-28 imply?

Answer 25

Woe zone - project very risky