Chapter 13 Flashcards
Mr Kurt Lewin, a social psychologist, recommended that leaders view change as a three-stage process: (13.2.3.)
unfreezing, changing, and refreezing
Organizational change is defined as: (13.3.)
the adoption of a new idea or behavior by an organization; establishing new norms
Organizational change is defined as the adoption of a new idea or behavior by an organization; establishing new norms. These norms can be grouped in various categories, including: (13.3.)
technology, tasks, structure, and people norms
Kurt Lewin, a renowned social psychologist, viewed change as a three-stage process, unfreezing, changing, and refreezing. The first step, unfreezing is: (13.3.1.)
recognizing the need for change
Kurt Lewin, a renowned social psychologist, viewed change as a three-stage process: unfreezing, changing, and refreezing. Which stage is a deliberate management activity to prepare people for change? (13.3.2.)
unfreezing
When organizational changes are necessary, one of the first reactions is resistance. Four of the most common forms of resistance are: (13.3.3.)
uncertainty, self-interest, different perceptions or no felt need to change, and over-determination
Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Uncertainty is: (13.3.3.1.)
a fear of the unknown or seeing the change as a threat to their security
Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Self-interest is _______. (13.3.3.2.)
a concern for their role and a possible loss of power after changes
Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Different perceptions or no felt need to change is: (13.3.3.3.)
the apparent outward support but internal resistance to change
Four of the most common forms of resistance to change are uncertainty, self-interest, different perceptions or no felt need to change, and over-determination. Over-determination is: (13.3.3.4.)
when the structure of an organization is a barrier to change
Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Education and Communication is: (13.3.4.1.)
educating people about the need for and the expected benefits of a change
Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Participation and Involvement is: (13.3.4.2.)
involving those affected by the change in its design and implementation
Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Facilitation and Support is: (13.3.4.3.)
introducing the change gradually and providing additional training if needed to encourage acceptance
Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Negotiation and Agreement is: (13.3.4.4.)
offering incentives to those who continue to resist the change
Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. The method of Coercion is: (13.3.4.5.)
the use of force to get people to accept change
Five methods leaders employ to reduce and manage resistance to change are Education and Communication, Participation and Involvement, Facilitation and Support, Negotiation and Agreement, and Coercion. Which method should be used as a last resort? (13.3.4.5.)
Coercion
Kurt Lewin, a renowned social psychologist, viewed any change effort as a three-stage process, unfreezing, changing, and refreezing. The second stage, changing, is _______. (13.4.)
modifying technology, tasks, structure, or distribution of people
Kurt Lewin, a renowned social psychologist, viewed any change effort as a three-stage process, unfreezing, changing, and refreezing. The third stage, refreezing, is _______. (13.5.)
locking in the desired outcomes and new norms
The PDG describes change as a three-stage process: unfreezing, changing, and refreezing. Refreezing is necessary because without refreezing: (13.5.1.)
people often return to the old ways
There are five critical attributes present in all healthy teams. These attributes are _______. (13.6.)
trust, ethical behavior, critical judgment, sharing, and cooperation
The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. While each is essential in building a healthy team spirit, ________ is the core of all healthy team interaction. (13.6.)
trust
The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Ethical behavior is: (13.8.)
behavior that conforms to accepted principles of right and wrong
The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Sharing is: (13.9.)
sharing information inside and outside the group
The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Critical Judgment is: (13.10.)
the willingness to accept constructive criticism
The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. Cooperation is: (13.11.)
relying on each other to produce quality results and sharing creative ideas
_______ is a service-wide initiative to focus all Airmen toward establishing a culture of continuous process improvement (CPI) in order to achieve individual, unit and institutional excellence and effectiveness. (13.13.)
AFSO21
It is a transformational initiative empowering all Airmen to eliminate waste from every end-to-end process. (13.13.)
AFSO21
_______ is a comprehensive philosophy of operations built around the concept that there are always ways to improve a process to better meet customer needs, and an organization should constantly strive to make those improvements. (13.13.)
Continuous Process Improvement (CPI)
At the core of the Air Force continuous process improvement (CPI) effort is _______. (13.14.)
the 8-Step structured problem-solving model
We must insist on a non-blaming approach when identifying and resolving problems because: (13.14.)
-people are not to blame for inefficiencies in our processes-people are in the best position to identify barriers and inefficiencies in their day-to-day jobs
AFSO21 breaks the four OODA loop steps into eight steps that are flexible enough to be effective at what level? (13.15.)
-Air Force-MAJCOM or Wing-Individual
The OODA loop is an objective description of the decisionmaking process and stands for _______. (13.15.1.)
observe, orient, decide, act
At the core of the Air Force continuous process improvement (CPI) effort is the 8-Step structured problem-solving model. This model is mapped to the four decisionmaking phases: (13.14. and 13.15.1.)
observe, orient, decide, act
The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 1, Clarify and Validate the Problem, and Step 2, Break Down the Problem/Identify Performance Gaps, are mapped to which of the decision-making phases? (13.15.1.)
observe
The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 3, Set Improvement Targets, and Step 4, Determine Root Causes, are mapped to which of the decision-making phases? (13.15.1.)
orient
The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 5, Develop Countermeasures, is mapped to which of the decision-making phases? (13.15.1.)
decide
The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 6, See Countermeasures Through, Step 7, Confirm Results and Process, and Step 8, Standardize Successful Processes, are mapped to which of the decision-making phases? (13.15.1.)
act
The critical first step to effective problem solving is to _______. (13.15.3.2.)
clearly understand the problem
The critical first step to effective problem solving is to clearly understand the problem. A tool to use could be the SIPOC chart, which helps identify: (13.15.3.2.)
supplier, input, process, output and customer
There are several “lean tools” that can help Air Force leaders decide which problems should be tackled. Which of these provides a framework to ensure resources and activities are linked to key enterprise strategies, directives, and goals because individual problem solving can have greater impact if it is coordinated with the rest of the organization? (13.15.3.3.1.)
Strategic Alignment and Deployment (SA&D)
There are several “lean tools” that can help the Air Force leader decide which problems should be tackled. Which of these provides a visual representation of a high-level process map and brings Airmen involved in a process together in a nonthreatening way that builds teamwork? (13.15.3.3.2.)
Suppliers, Input, Process, Output, and Customers (SIPOC) Analysis
There are several “lean tools” that can help Air Force leaders decide which problems should be tackled. Which of these involves understanding who the customers are and what they need in order to understand whether or not you are meeting their needs? (13.15.3.3.3.)
Voice of the Customer (VOC)
There are several “lean tools” that can help Air Force leaders decide which problems should be tackled. Which of these is a visual overview of the process at any level that helps you identify improvement areas? (13.15.3.3.4.)
Value Stream Mapping (VSM)
There are several “lean tools” that can help Air Force leaders decide which problems should be tackled. Which of these tools involves actually walking the process or problem area to obtain first-hand data rather than second hand opinions? (13.15.3.3.5.)
Go and See
Step 2 of the AFSO21 8-Step Problem Solving Process is “Break Down the Problem/Identify Performance Gaps”. The PDG lists two “lean tools” that can help in this effort. Which of them focuses on the difference between the level of performance seen today and the level of performance needed tomorrow? (13.15.4.1.2.1.)
Performance Gap Analysis
