Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Learn To Lead - Spaatz Leadership > Chapter 15: Organizational Culture & Change > Flashcards

Chapter 15: Organizational Culture & Change Flashcards

1
Q

Describe the effect of negative stories and complaints on organizational culture

A

Energy, commitment, innovation, and teamwork suffer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What are the three steps of the organizational change cycle?

A

Inquiry, engagement, review

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Soliciting answers to questions about how people interpret skill competencies and positive values

A

Inquiry

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Build on common themes identified during the inquiry phase by asking other people to comment on the stories that were shared

A

Engagement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Strives to uncover the best stories from the engagement and inquiry phases, as well as determine how to best circulate them throughout the organization

A

Review

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Points where system inputs are sufficient enough to cause exponential changes in a New Direction

A

Tipping points

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Sets of words and phrases that outline the skills, knowledge, attitudes, and behaviors that the organization respects and that employees need to perform their jobs well

A

Competency Frameworks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What are the three stages of the change communication framework?

A

The static stage, the fluid stage, and the dynamic stage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

The mindset of the organization is frozen and needs senior level determination to take a new road, and employee awareness that survival means change

A

Static stage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Stage of change: As the mindset opens, build recognition, understanding, and knowledge by demonstrations, opportunities for learning, and training

A

Fluid stage

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

The mindset is open to what is new and other projects: anticipatory capabilities, flexibility, and acceptance of continuous change and learning

A

Dynamic Style

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What is the major roadblock to managing change successfully?

A

Change does not happen in isolation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q
  1. Stop the rumor mill
  2. Begin a communications campaign
  3. Make senior management commitment clear
  4. Make employees aware of why the change is necessary
  5. Achieve buy-in at all levels
  6. Break down barriers between employees
  7. Provide training
  8. Ensure that anticipatory capability is built into the culture
A

The 8 necessary steps for successfully managing change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q
  • Ineffective or missing business case
  • Costs not recognized
  • Systems not aligned
  • Limited and one directional communication
  • Line management support not built
  • Lack of insight into stakeholder issues
  • Minimal involvement
  • Success assumed
A

Several pitfalls that can cause change to get off track

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Pitfall: Leaders don’t communicate a case for change, or it is incomplete

A

Ineffective or missing business case

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Pitfall: Cost of implementing and controlling change not planned for or acknowledged

A

Costs not recognized

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Pitfall: Existing processes and systems (e.g. rewards, training, and information) don’t support change

A

Systems not aligned

18
Q

Pitfall: Leaders expect one-way communication; audience can’t engage, ask questions, etc

A

Limited and one-directional communication

19
Q

Pitfall: Tactical leaders don’t support the direction and approach

A

Line management support not built

20
Q

Pitfall: Leaders assume they know what people think; need to listen informally

A

Lack of insight into stakeholder issues

21
Q

Pitfall: Input, questions, and ideas aren’t recorded and documented - responses and tactics don’t need needs

A

Minimal involvement

22
Q

Pitfall: Leaders make a premature assumption of success and fail to follow up, support, and drive continuing change

A

Success assumed

23
Q

The 7 core factors in successful change management summarize…

A

The conditions, resources, and processes that support successful change

24
Q

Core Factor: Be clear and unambiguous about the purpose of change, its direction, and the approach

A

Clarity

25
Q

Core Factor: Build a sense of ownership, belonging, and commitment; consult with and involve the people who will be affected by the change

A

Engagement

26
Q

Core Factor: Put the needed resources in place (e.g. financially, human, and technical) to enable the change

A

Resources

27
Q

Core Factor: Ensure that systems and processes (e.g. rewards, info, accounting, and training) support the change

A

Alignment

28
Q

Core Factor: Guide, train, and equip leaders at every level so that they display consistent commitment to the change

A

Leadership

29
Q

Core Factor: Facilitate an effective 2-way flow of information; be aware of issues and questions; provide timely responses

A

Communication

30
Q

Core Factor: Establish clear goals and assess programs against them; adjust and fine-tune as necessary

A

Tracking

31
Q

(1) change comes more readily to the organization that has

A

A clear mission and strategy that guides and informs the goals of teams and individuals

32
Q

(2) change comes more readily to the organization that has

A

Supportive leaders at every level who effectively engage, motivate, and communicate with their teams

33
Q

(3) change comes more readily to the organization that has

A

Employees who are engaged, informed, and involved

34
Q

List ways that leaders can encourage innovation in their organization

A

Ask for input in decision making at all levels
Guide staff through creative thinking processes to ensure followers are on the right track

35
Q
  • Employees have the tools necessary to envision opportunities for better ideas
  • Generates trust
  • Encourages information exchange
A

The benefits of open communication

36
Q

Discuss the role of motivation in developing a creative workforce

A

Followers are more creative when leaders place them in positions that are naturally motivating

37
Q

What are the 3 creative roles that 21st century leaders must perform?

A
  • Social artist
  • Spiritual visionary
  • Cultural innovator
38
Q

21st century leader role: Continually work on themselves to develop skills; work in collaborative networks to create social innovation; help cultures and organizations move forward

A

Social artist

39
Q

21st century leader role: Interpret the universe and people’s roles therein, organizations role in business and people’s roles in fulfilling the mission - provide deeper meaning, fresh insight, and inspiration

A

Spiritual Visionary

40
Q

21st century leader role: Advocates and pioneers for new ideas, values, artifacts, and lifestyles; explores & nurture creative talents & abilities of people to create change

A

Cultural innovators

41
Q

The rational and intuitive powers that enable leaders to recognize, conceptualize, and deal with the scope, nature, and complexities of the new era

A

Mindset

42
Q

The emotional powers that enable leaders to desire and then tenaciously pursue (sometimes in the face if considerable obstacles) what they want or believe to be right

A

Heart-set

Learn To Lead - Spaatz Leadership (16 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions