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Promotional: Fire and Emergency Services Administration > Ch 4. Leading Change > Flashcards

Ch 4. Leading Change Flashcards

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1
Q

To stay competitive, businesses must _____ to meet customer’s expectations. (45)

A

constantly change

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2
Q

For public service agencies, change is driven by _____. (46)

A

the need to improve service

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3
Q

Some members may be resistant to change, so leaders must ____. (46)

A

educate members and convey the importance of change.

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4
Q

Leaders must be ____ and ____. (46)

A

patient and persistent

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5
Q

[Leaders] must communicate the ____ that justifies the change to the organization’s members, the public, and government officials through words and actions. (46)

A

vision

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6
Q

Permanent change does not occur until _____. (46)

A

most of the organization’s members believe in the new vision.

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7
Q

The first time a leader institutes a new change, it may help to start with an issue that is ____. (46)

A

meaningful but will not solicit strong opposition.

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8
Q

Although changes can be implemented by issuing a new SOP or order, to be completely successful at making the change last in the future, change needs to be applied using _____. (46)

A

a plan

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9
Q

7 steps to help a leader create change: (46)

A

1) Identify the need for change and create a sense of urgency
2) Create a guiding coalition
3) develop a vision
4) Communicate the vision
5) overcome barriers and resistance
6) create short-term wins
7) Institutionalize change

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10
Q

To identify the need for change, the leader should perform or make arrangements for a group to perform a ____. (46)

A

policy analysis

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11
Q

The results fo the policy analysis __3__. (46)

A

1) identify the problem and need for change
2) assess the urgency
3) recommend potential solutions

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12
Q

The leader must be able to convince _____ of the members that this is a good idea before formally starting the change process. (46)

A

10-15%

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13
Q

_____ tends to magnify the doubts of members about potential sacrifice. (47)

A

Fear of the unknown

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14
Q

In a paramilitary organization it is always possible to force change by issuing a new SOP, but if the SOP is not based on _____, then the change may only be temporary until the next administration takes charge. (47)

A

some credible justification supported by a guiding coalition

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15
Q

Avoid falling into this trap of blind loyalty; make sure __2__. (47)

A

1) the justification is based on facts

2) the core members’ support is real

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16
Q

Waiting for a ____ to initiate change is an unpredictable leadership strategy. (47)

A

tragic incident

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17
Q

Members, elected officials, and the public need to be convinced that change is necessary to ____. (48)

A

solve a problem or improve service

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18
Q

A strong coalition with the right __3__ is one key to successful change. (48)

A

1) composition
2) level of trust
3) shared vision

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19
Q

The ____ has the responsibility to recommend implementation of a particular change and should progress towards that goal. (48)

A

Coalition

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20
Q

One technique that can be successful in identifying committee members is to ____. (48)

A

implement a pilot program and ask for volunteers

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21
Q

_____ events and exercises may be useful for creating a unified sense of purpose. (49)

A

team-building

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22
Q

All members of a guiding coalition must be ____ for real teamwork to be possible. (49)

A

committed to achieving the same goal

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23
Q

Creating a new tradition that ___ and ___ helps facilitates future changes. (49)

A

expects and looks forward to change

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24
Q

____ plays a key role in change by helping to direct, align, and inspire the actions of large numbers of people. It is like a goal. (49)

A

Vision

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25
Q

A good leader has a clear vision of _____. (49)

A

where they want to take the organization in the future

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26
Q

In most cases, ____ is the source of the change proposal. (49)

A

the leader

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27
Q

It is important that the vision is _____ and can be achieved using the organization’s available or potential human and material (equipment) resources. (49)

A

realistic

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28
Q

The leader must have confidence in and have the courage to stand by their ____, even if it goes against tradition or has the potential to disrupt personal or professional relationships. (49)

A

vision

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29
Q

To achieve organizational goals, a leader must be able to communicate their _____ to the members of the organization. It should be clear and concise to make this possible. (49)

A

vision

30
Q

Before attempting to communicate your vision to others, you may wish to write it down and ____. (49)

A

have a person outside the field of fire or EMS review it.

31
Q

Explaining your vision should take no more than ____ minutes. _____ may be a useful way to help others understand. (49)

A

5-10; analogies

32
Q

Written and verbal communication can be helpful to communicate one’s vision. use ____ and ____ to communicate the desired message. (49)

A

repetition and various media

33
Q

Another effective technique of communicating the vision is leadership by ____. (49)

A

example

34
Q

Once committed to a change vision, the leader must ____. (49)

A

monitor every detail for signs or behaviors that are contrary to the new way of doing things

35
Q

The _____ can kill the proposed change. (49)

A

details

36
Q

For a change program to work, it must have ____ and ___. (49)

A

a high level of credibility and support from a substantial number of members, the public, and elected officials

37
Q

Creating ____ is another effective method to communicate a vision. They are often a response to real and perceived safety issues and the need for higher quality service including consistency. (50)

A

SOPs

38
Q

Relevant ____ and ____ should be referenced in written communication to relate the urgency for change. (50)

A

government rules and standards

39
Q

Before instituting a change, a leader should develop a list of potential ____ and devise possible solutions for overcoming them. (50)

A

barriers

40
Q

The most important step of overcoming barriers is ____. (50)

A

to identify them

41
Q

____ may prove to be an excellent resource for identifying problems and developing possible solutions. (50)

A

the guiding coalition

42
Q

If a barrier is ____, generally its effect on emergency service becomes apparent. (50)

A

clearly defined

43
Q

After the barrier is identified, ____ becomes the paramount task. (50)

A

convincing everyone that it is really an impediment to quality emergency service

44
Q

____ is always the hardest part of any change process. (50)

A

Identifying the problem

45
Q

Citing the experience of ____ can be very helpful in selling a proposed solution. (50)

A

another department

46
Q

One type of barrier that the fire and emergency services organization may encounter is that of ____. Some of these barriers are ____ of how things are done in a major central city; The city’s procedures become normal throughout the surrounding suburbs even though times change. (50)

A

structure; legacies

47
Q

Another barrier that occurs in fire and emergency services organizations relates to _____ who oppose change. (51)

A

supervisors

48
Q

Supervisors to a large degree are a product of their ____. (51)

A

experiences

49
Q

For powerful organizations, ____ may take care of some concerns or at least temper resistance. (51)

A

placing representatives on the guiding coalition

50
Q

Implementing significant change takes ____ and ____. (51)

A

time and patience

51
Q

____ can cause a fear of losing some existing benefit or privilege. (51)

A

Change

52
Q

The ____ a person has, the stronger may be the opposition. (51)

A

longer tenure

53
Q

Resistance may be associated with a ____ and, therefore, may be near impossible to change. (51)

A

personality trait

54
Q

The final stage of the disciplinary process is ____. (52)

A

separation from the organization

55
Q

Be sure that you do not rely on voluntary compliance or institute rules that are not enforced; this ____. (52)

A

invites failure

56
Q

Although the leader should primarily aim for ____, disciplinary enforcement may be necessary to ensure compliance. (52)

A

voluntary compliance

57
Q

Think through your plan and consult with the organization’s attorney before implementing ____. (52)

A

a disciplinary action

58
Q

While working toward long-term goals, a leader should have ____ to periodically monitor progress. (52)

A

intermediate checkpoints

59
Q

These short-term goals are necessary to ____ for a long-term project. (52)

A

carry the momentum and urgency

60
Q

Short-term wins are also very effective at keeping the ____ at a high level. (52)

A

urgency

61
Q

Short-term goals should have the following 3 characteristics: (52)

A

1) visibility to the entire organization
2) clear and unambiguous outcomes
3) outcomes that are a direct consequence of the change

62
Q

For a change to become permanent, the ____ must change. (53)

A

underlying culture of the organization

63
Q

By listening to members and practicing ____, a leader can identify problems and make appropriate corrections. (53)

A

management by walking around

64
Q

_____ is the final step in institutionalizing a change. (53)

A

cultural change

65
Q

A future leader must be careful to seek out those who are ____ for support. (54)

A

open to change

66
Q

In many cases the most effective place for leading change is ____. (54)

A

at the top

67
Q

5 actions the leader can take to lead change: (54)

A

1) take risks
2) self-reflect
3) solicit the opinions of others
4) listen carefully to others
5) be open to new ideas

68
Q

The more ____ you have, the easier it is to find suggestions and ideas to overcome opposition. (54)

A

knowledge

69
Q

____ is the only avenue to creating a truly competent professional fire and emergency services organization.

A

progressive change

70
Q

The [change] process begins only after ____. (54)

A

the problem has been identified

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