AOE10 Change Management

Question 0

Define chaos and complexity theories.

(10.2)

Answer 0

Chaos theory studies the behavior of dynamic systems that are highly sensitive to initial conditions, an effect which is commonly known as the butterfly effect. Chaos theory assumes that order exists even when not immediately apparent. Complexity theory is the study of complex systems. It attempts to explain how organizations adapt to their environments and cope with uncertainty. The central premise with complexity theory is that order can emerge from chaos.

Question 1

What is systems thinking?

(10.1.1)

Answer 1

The process of understanding how things, regarded as systems, influence one another within a whole. Systems include people, structures and processes that work together to make an organization healthy or unhealthy. It puts problems into the context of the larger whole to find the most effective place to implement an appropriate solution. Small changes to parts of a system can benefit the whole system before a situation reaches a crisis stage due to the interconnectedness.

Question 2

What are the characteristics of complex systems?

(10.2.1.1)

Answer 2

• The whole is more than the parts. Breaking a system down into parts in an attempt to understand is not as effective as looking at the system as a whole. It is difficult to see interactions when looking at individual parts.
• Patterns appear throughout the system. All complex systems are made up of a limited number of repeating patterns. In an organization common attitudes and actions can occur in different parts and at different levels of the organization.
• Cause and effect is never simple. It can be difficult to be sure that one action caused another action. Most events have multiple causes that are not closely linked.
• History does and does not repeat itself. Although patterns can reappear time after time, there are subtle differences. The same actions will never produce identical results - but a general pattern can be predicted.
• Change comes from chaos. All systems constantly evolve. Some change is smooth, some can be significantly disruptive. Systems resist change as long as possible thus building pressure on the system. The increasing instability causes chaotic imbalance that requires the system to reinvent itself or disintegrate.
• The future can and cannot be predicted. The effect that an action will have on an entire system can never be certain. Small differences can cause huge ripples of impact.

Question 3

What is the central premise of complexity theory as it relates to organizations?

(10.2.1.2)

Answer 3

Order can emerge from chaos - managers must first develop a strong sense of vision in employees then step back and allow the employees to determine the detailed course of action themselves.

Question 4

What are the similarities and differences of chaos and complexity theories?

(10.2.2)

Answer 4

Chaos is a state where patterns cannot be made or details understood. Complex systems have details, whose role in the larger system cannot be understood by examining them individually - patterns can only be identified by studying the whole system. Chaos is the result of an organization resisting change until reaching a point where change is unavoidable.

Question 5

Which of the following terms is most appropriately defined as the study of how simple systems can generate complicated behavior and is a state where patterns cannot be made or details understood?

A) Complexity

B) Chaos

C) The butterfly effect

D) The whole is more than the parts

(10.2.3)

Answer 5

B. Chaos is a confused disorganized state in which behavior becomes unpredictable. This confusion makes it difficult to discern patterns or understand details.

Question 7

Which of the following states that the central premise as it relates to organizations is that order can emerge from chaos?

A) Complexity

B) Chaos

C) The butterfly effect

D) The whole is more than the parts

(10.2.3)

Answer 7

A. Complexity refers to a state of multiple interrelated parts in which patterns can be discerned.

Question 8

Which of the following best describes how the chaos theory relates to organizational change? (Choose the best response.)

A. The best way to understand a system and chaos is to break it down into smaller, more manageable chunks and examine one component at a time.

B. Chaos is the result of many details in a larger system that cannot be fully understood by examining them apart from the system.

C. Chaos is the result of an organizational system resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take the system in unexpected directions.

D. Chaos is the result of an organizational system that is made up of a limited number of repeated patterns that can be examined to see certain behaviors and qualities begin and appear again and again.

(10.2.3)

Answer 8

C. Chaos is the result of an organizational system resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take the system in unexpected directions.

Question 9

Although theorists do not agree on which characteristics are most important with regard to chaotic and complex systems, most accept several characteristics as the central part of the chaos and complexity theory. Which of the following is NOT one of those characteristics? (Choose the best response.)

A. Problem events within a system are usually microcosms of the chaos within it, and dissecting an individual event reveals the key issue of the organization.

B. Complex systems have multiple causes and effects that are not linked in time and space, so isolating and examining one action may provide an inaccurate perception.

C. All complex systems are made up of a limited number of repeating patterns, and although they may appear to occur randomly, a closer look reveals that these patterns do repeat again and again.

D. The whole is more than the parts, meaning that the best way to understand a complex system is to break it down into small, manageable parts and see how each component interacts with other components.

(10.2.3)

Answer 9

A. Problem events within a system are usually microcosms of the chaos within it, and dissecting an individual event reveals the key issue of the organization.

Question 10

You are doing a study of anomalies in organizational patterns. These anomalies would normally be considered “noise” or experimental error. Your goal is to find underlying order in apparently random data. This type of study is most closely related to _____________________. (Choose the option that completes the sentence accurately.)

A. Chaos theory

B. Six Sigma

C. Systems thinking

D. Organizational change theory

(10.2.3)

Answer 10

A. Chaos theory

Question 11

You have determined that many employees are not adhering to a new compliance program. In a subsequent focus group, you asked a group of managers to compare the requirements of the compliance program with actual behaviors in their work units. You also asked them to determine what patterns―similarities and differences―have emerged across the company. What theory applies to this illustration? (Choose the best response.)

A. Chaos and complexity theories

B. Motivation

C. Appreciative inquiry

D. Action research

(10.2.3)

Answer 11

A. Chaos and complexity theories

Question 12

As an internal change consultant, you are working with managers to help them see the benefits to loosening their control and allowing teams to self-organize. Which theory are you using to help facilitate change in this organization? (Choose the best response.)

A. Equity theory

B. Goal setting theory

C. Motivation theory

D. Complexity theory

(10.2.3)

Answer 12

D. Complexity theory

Question 13

What are KSA’s?

10.3.1

Answer 13

Knowledge: Also known as cognitive outcomes, knowledge involves the development of intellectual skills. Examples of knowledge include understanding the principles of engineering, how to organize plants in a garden, or knowing the steps to complete a process at work.

Skills: Also known as psychomotor outcomes, skills refer to physical movement, coordination, and the use of motor skills. An example of skills includes the abilities to operate a piece of equipment.

Attitude: Also known as affective outcomes, attitude refers to how a person deals with things emotionally, such as feelings, motivation, and enthusiasm. Although attitude is not taught, training may affect it. Although trainers cannot change attitudes, they can often influence them.

Question 14

Define Bloom’s Taxonomy

10.3.1

Answer 14

Bloom’s taxonomy is a hierarchy ordering cognitive and affective outcomes starting with the simplest behavior to the most complex:

• knowledge
• comprehension
• application
• analysis
• synthesis
• evaluation

These categories describe the ultimate goal of the training process—what learners should acquire as the result of training.

“KCAASE”

Question 15

Define Six Sigma.

10.3.2

Answer 15

Six Sigma is a high-performing, data-driven approach to analyzing and solving root causes of business problems. It ties the outputs of a business directly to marketplace requirements. At the strategic or transformative level, the goal of Six Sigma is to align an organization to its marketplace and deliver real improvements and dollars to the bottom line.

Question 16

Define the Kepner-Tregoe Process.

10.3.3 and Google

Answer 16

Kepner-Tregoe Problem Solving and Decision Making (PSDM) is a step-by-step process that helps to rapidly and accurately resolve a wide range of business issues. It helps organizations to efficiently organize and analyze information and take appropriate action. PSDM helps people tap into the know-how of individuals, develop consensus, and gain commitment while resolving issues by using a common approach and language. It is often used to enhance operational improvement initiatives such as Six Sigma, Lean Manufacturing, and others.

The 4-step process includes:

1. Situation Appraisal is used to clarify issues, set priority and plan appropriate resolutions.

2. Problem Analysis is used to find the cause of a positive or negative deviation. Problem Analysis provides a structured process to identify and verify the cause.

3. Decision Analysis is used for making choices. When a choice is not clear, when there are too many choices, or the risk of making the wrong choice great, Decision Analysis maximizes benefits and minimize risks, yielding durable, supported decisions.

4. Potential Problem/Opportunity Analysis is used to protect plans and exceed expectations. It reveals the driving factors and identifies ways to ensure success.

Question 17

Define LEAN Enterprise.

10.3.4

Answer 17

The LEAN enterprise is an organization that uses LEAN principles, metrics, and enabling practices in order to simplify work and make it easy to understand, accomplish it on time, and manage the flow—all with the utmost efficiency.

Five steps guide the implementation of LEAN:

1. Specify the value desired by the customer.
2. Identify the value stream for each product or service. This represents the end-to-end process that delivers the value to the customer. Once the value stream (process) is identified, analyze it for wasted steps and target them for removal.
3. Make the product or service flow continuously to the customer without disruptions or waiting times.
4. Introduce “pull” between all steps where continuous flow is possible. Understanding the customer demand or pull on the product or service and then creating a process to respond to this pull produces what the customer wants when the customer wants it.
5. Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually decreases.

Question 18

Which of the following is defined as a data-driven approach to analyzing and solving root causes of business problems to help organizations formulate and integrate business strategies and missions and to deal with constantly changing and increasingly complex requirements? (Choose the best response.)

A. Storytelling

B. Action research

C. Kepner-Tregoe process

D. Six Sigma

10.3.5

Answer 18

Response D is correct because Six Sigma is a highly statistical quality improvement technique that ties business outputs directly to marketplace requirements.

Question 19

The LEAN principle defines the value stream as ______________. (Choose the option that completes the sentence accurately.)

A. The value of a product or service from the customer’s perspective

B. All the activities across every department involved in delivering the product or service

C. Waste

D. Customer “pull” on a product or service

10.3.5

Answer 19

Response B is correct because the value stream is the end-to-end process, encompassing all of the organizational activities involved in delivering the product or service.

Question 20

In Bloom’s taxonomy, which level is highest on the hierarchy? (Choose the best response.)

A. Synthesis

B. Application

C. Evaluation

D. Comprehension

10.3.5

Answer 20

Response C is correct because evaluation is the highest level of Bloom’s six-level taxonomy.

Question 21

You have been asked to select a supplier for a communication program. As the training manager for your company, you want to select the best supplier based on criteria presented by your internal customers. Which of the following techniques can you use to assist with the supplier selection process by dividing criteria into musts and wants and applying a weighted comparison to determine the best supplier? (Choose the best response.)

A. Bloom’s taxonomy

B. Action learning

C. Kepner-Tregoe process

D. Six Sigma

10.3.6

Answer 21

Response C is correct because the Kepner-Tregoe process is a practical, straightforward decision-making process that divides criteria into musts and wants, thereby allowing the practitioner to select suppliers based on a weighted comparison of criteria.

Question 22

You have just been hired as a T&D professional by the training department of a cleaning supply manufacturer and are still in the onboarding process. You are observing a LEAN team meeting in which team members are discussing their project. One of the team members turns to you and asks, “How much do you know about the LEAN concept?” You quickly search your brain for some of the facts that you learned while studying for your CPLP and miraculously come up with a response. What do you say? (Choose the best response.)

A. LEAN requires taking a systemic view of an organization and examining how people, structures, and processes influence one another within the whole.

B. LEAN studies the behavior of dynamic systems that are highly sensitive to initial conditions.

C. LEAN is a high-performing, data-driven approach to analyzing and solving root causes of manufacturing processes.

D. LEAN uses metrics and enabling practices to simplify work, make it easy to understand, accomplish it on time, and manage the flow with efficiency.

10.3.6

Answer 22

Response D is correct because these are the keys to a LEAN process. These three are the basis LEAN that started in manufacturing.

Question 23

What is Appreciative Inquiry Theory?

10.4.1

Answer 23

Appreciative inquiry theory is an affirmative approach to personal and organizational transformation. The appreciative inquiry approach is based on the assumption that positive questions and conversations about visions, values, successes, and strengths have the power to enliven possibilities and engage people in creating exciting new realities.

At the core of appreciative inquiry is a belief that reality is socially constructed—that the world is created in conversation. When conversations focus on strengths, possibilities, and vision, the reality is more likely positive and inspirational. When conversations focus on problems, complaints, and weaknesses, those things become more prominent and real. It focuses on opportunities and possibilities, not on problems.

Question 24

What is the 4-D Cycle in Org Design?

10.4.3.1

Answer 24

the 4-D cycle guides OD practitioners and clients through the appreciative inquiry approach. It can be used for large or small solutions, and can even be used when coaching individuals and teams.

Question 25

Define the 5 phases of the 4-D Cycle in OD

10.4.3.1

Answer 25

Topic: Should be something important to the company and an area that, if improved, would make a big difference.

Discovery: Conducting appreciative interviews that uncover current best practices, strengths, and strategic capabilities

Dream: The OD practitioner, or other facilitator, will lead large-group discussions that help participants explore hopes and dreams for work, relationships, and organizational goals. The goal of the dream phase is to create a powerful and amazing vision for the future related to the topic.

Design: A time to remain creative and optimistic while considering how to realign various parts of the organization to the new vision for the future. The output of this phase is a view of the desired state expressed in powerful statements called provocative propositions. This statement bridges the best of “what is” with speculation or intuition of “what might be.”

Destiny: This phase continues the positive momentum and allows highly motivated people to create the future they envisioned.

Question 26

Which of the following uses data collection in the form of collecting people’s stories of something at its best by structuring questions and information to focus on the positive to initiate organizational change? (Choose the best response.)

A. Action research
B. Neurolinguistic programming

C. Chaos and complexity theories

D. Appreciative inquiry theory

10.4.6

Answer 26

Response D is correct because appreciative inquiry is an approach to large-scale organizational change that involves the analysis of positive and successful (rather than negative or failing) operations, which involves collecting data in the form of people’s stories.

Question 27

What phase of the 4-D cycle includes developing statements such as, “We want to be the employer of choice,” “We want to delight our customers,” and “We want to envision ideas for growth”? (Choose the best response.)
A. Topic

B. Discover

C. Dream

D. Design

10.4.6

Answer 27

Response A is correct because the outset of an appreciative inquiry process involves determining the topic that the organization will focus on. The topic should be something important to the organization and an area that, if improved, will make a big difference.

Question 28

In what phase of the 4-D cycle do participants explore and discuss their visions, hopes, ideas, and dreams for the future? (Choose the best response.)

A. Discover

B. Dream

C. Design

D. Destiny

10.4.6

Answer 28

Response B is correct because the dream phase of the 4-D cycle is where the members of the change team will work together to explore possibilities for the future.

Question 29

One important concept to keep in mind while engaging in positive dialogue is ______________. (Choose the option that completes the sentence accurately.)

A. Framing the topic around the problem
B. Choosing the right tone

C. Displaying a lack of curiosity

D. Refraining from sharing stories

10.4.6

Answer 29

Response B is correct because the choice of words and tone is important when framing the topic around possibilities instead of problems.

Question 30

Designing methods for creating the desired state begins by asking the question ______________. (Choose the option that completes the sentence accurately.)

A. What is?

B. What might be?

C. What should be?

D. What will be?

10.4.6

Answer 30

Response C is correct because asking what should beframes the desired state in terms of possibilities.

Question 31

As the training manager for your organization, you have been asked to implement a major change within the warehouse. The manager has asked you to suggest several approaches. You have researched some of the best and are prepared to offer your suggestions. Which of the following is NOT a wise approach? (Choose the best response.)

A. Matching resources with interests and abilities

B. Encouraging discussion about the actions needed to reach commitment
C. Limiting the number of people involved with identifying actions

D. Creating a blueprint for change

10.4.7

Answer 31

Response C is correct because engaging as many people as possible in the identification process ensures quicker adoption of the change initiative.

Question 32

You are working with a department manager in your role as an internal consultant. You are developing interview questions to learn more about the department. Since you are studying appreciative inquiry theory, you decide to follow the process within the discovery phase. While editing your interview questions, which of these questions did you eliminate? (Choose the best response.)

A. Who are your customers and what do they say when they are praising your department?

B. Can you tell me what problems or issues need solving?

C. What are this department’s strengths and capabilities?

D. What does this department do best when serving its internal customers?

10.4.7

Answer 32

Response B is correct because the discovery stage is meant to start positive conversations about the topic and generates constructive stories about strengths and successes. A question about problems and issues does not come from a positive perspective.

Question 33

You are a new department head hired to lead change in your department. You have asked a T&D professional to assist you with implementing some of the changes. Given that change is difficult for people in your company, you have decided to implement an appreciative inquiry process that involves as many people as possible in the dream phase. The T&D professional offers several options. Which one do you choose? (Choose the best response.)

A. One-on-one interviews with leadership

B. Create and deploy a survey to everyone

C. Research other companies for best practices

D. Conduct an Idea Day Café so participants can discuss their visions, hopes, and ideas for the future

10.4.7

Answer 33

Response D is correct because in the dream phase you will want to host a participative meeting to engage employees, fuel their creativity, and instill a sense of ownership in the solution.