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PDG 2017 E-8-2s > Chapter 21 > Flashcards

Chapter 21 Flashcards

1
Q

Organizational ____ can be a complicate, often painful process

A

Change

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2
Q

Who plays a key role in managing organization change

A

Senior Enlisted Leaders

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3
Q

Renowned social psychologist Kurt Lewin recommends leaders view change as a three stage process. What are these stages

A

Unfreezing
Changing
Refreezing

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4
Q

What is Org change

A

An org adoption of a new idea or behavior establishing new norms

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5
Q

When managing org change, norms can fall into what four main categories

A

Technology
Tasks
Structure
People

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6
Q

When managing Or change when is change needed

A

When there is a perceived gap between what the norms are and what they should be

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7
Q

Unfreezing is an Orgs deliberate ___ for change

A

Preparation

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8
Q

The unfreezing stage of Org change involves making AMN understand the importance of change and how it will affect their jobs T/F

A

True

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9
Q

When managing Or change, how do leaders in the unfreezing stage generate a need in people to feel the effect of change

A

By pointing out the problems or challenges with the current operations

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10
Q

Acceptance is usually the first reaction to Org change T/F

A

False

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11
Q

What does a good Org change plan allow change agents to do

A

Anticipate problems, develop courses of action and deal with resistance

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12
Q

What are the four most common forms of resistance tor Org change

A

Uncertainty
Self interests
Different perceptions or neo felct need to change
Over determination

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13
Q

The structure of the org may be a barrier to change. Why

A

The structure may be so rigid as to inhibit change

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14
Q

What are five successful methods of managing and reducing résistance during Org change

A 
Education and communication
Participation and involvement
Facilitation and support
Negation ion and agreement
Coercion
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15
Q

Analyze the forces for and against Org change, devise a ___ to deal with them and then attend to the change itself

A

Strategy

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16
Q

Org change may be more successful when implemented in sequential steps. Why is the first step important

A

Its visible success may increase support for the rest

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17
Q

During Org change, what improves the chances of success and decreases the likelihood of repeating the unfreezing process

A

Careful planning

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18
Q

The second stage of Org change involves modifying technology, task, structures or distribution of people, anything that alters the ___

A

Status Quo

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19
Q

What is the Org change agents role in the changing stage

A

To monitor the change as it occurs

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20
Q

As an Org change agent, how can you ensure your plan unfolds as intended

A

Be involved and deal with any problems that arise

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21
Q

During the changing stage of Org change, provide ____ and offer encouragement and advice as needed

A

Support

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22
Q

During Org change, never consider returning to the unfreezing stage T/F

A

False

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23
Q

What is the final stage in the Org change process

A

Refreezing

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24
Q

What is the goal of the refreezing stage of organization change

A

The desired outcomes and new norms are permanently locked into place

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25
Q

What do people often do during a change process without a refreezing stage

A

Return to old ways

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26
Q

Positively reinforce desired outcomes during org change by rewarding people to strengthen the correct behaviors T/F

A

True

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27
Q

After evaluating the results of the changes in the Org what actions should the change agent take if the change happens poorly

A

Reinforce the desired outcomes and make constructive modifications

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28
Q

____ results when one person or group perceives that another person or group is frustrating, or about to frustrate an deportation concern

A

Conflict

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29
Q

Conflict is always destructive T/F

A

False

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30
Q

When is conflict destructive

A

When it produces barriers to cooperation and communicating, destroying morale and diverting energy from important tasks and initiative

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31
Q

How does effective conflict management benefit the Org

A

Reduces Org chaos and stimulates work activity and productivity

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32
Q

In addition to personal behavior factors, what five general factors can lead to conflict

A 
Communications Factors
Structural Factors
Line staff disconnect
Rewards
Resource interdependent
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33
Q

The source of most communication problems is a lack of communication T/F

A

False

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34
Q

List several factors that can lead to conflict in a large Org

A

More opinions, perspectives, perceptions, etc…
Unclear goals
More rigid structures
Increased specialization
More levels of supervision
Increased opportunities for information distortion

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35
Q

Rejecting a persons ideas can cause frustration and conflict. how can it lead to increased productivity

A

If workers become more creative or competitive and search for better ways to enhance overall unit performance

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36
Q

____ personnel are more concerned with production and immediate or short range goals, and are often more loyal to the company. ___ personnel are usually more creative and critical of the Org and are more concerned with long range or strategic goals

A

Line… Staff…

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37
Q

Earning ____ involves a level of competition which can lead to conflict

A

Rewards

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38
Q

List three personal behavior factors that contribute to conflict

A

Values
Perceptions
Personality

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39
Q

What personal behavior factor often leads to conflict when questioned, criticized or opposed

A

Values

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40
Q

Two personality types that are especially conflict prone are the highly ___ individual and the low ____ individual

A

Authoritarian… Self esteem

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41
Q

List the five major styles managers use to manage conflict

A 
Competing
Collaborating
Accommodating
Avoiding
Compromising
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42
Q

What conflict management style attempts to overwhelm the opponent with formal authority, threats or use of power and is highly assertive and uncooperative

A

Competing or forcing

43
Q

The collaborating style of conflict management attempts to satisfy the concerns of both sides through honest discussion. What degree of assertiveness and cooperation does it require

A

It requires high levels of Both assertiveness and cooperation

44
Q

What style of conflict management combines low assertiveness with high cooperation and may result in giving in to another persons wishes

A

Accommodating

45
Q

The ____ style of conflict management is combination of low assertiveness and low cooperation

A

Avoiding

46
Q

Compromising to resolve a conflict requires high cooperation and little assertiveness T/F

A

False

47
Q

What three factors must you consider when selecting a style of conflict management

A

Who your dealing with
The stakes in the conflict
The situation itself

48
Q

Which style of conflict management is always most effective

A

There is no one best style. All five styles are effective in certain situations

49
Q

AF smart operations uses what type of methodologies to achieve individual, unit and institutional excellence and effectiveness

A

Continuous Process Improvement

50
Q

There are always ways to improve any process to better meet the customers needs T/F

A

True

51
Q

How many steps are in the problem solving model at the core of AF process improvement efforts

A

Eight

52
Q

Rigorously apply the eight step problem solving model to eliminate waste in everyday work and to close ___ in process

A

Performance gaps

53
Q

Waste and ___ come in many forms and most waste is a result of the processes and methods used

A

Inefficiencies

54
Q

Why should process improvement efforts avoid blaming people for failed processes

A

Because people are usually not the cause of inefficient process, and they can best identify barriers and inefficiencies in their day to day jobs

55
Q

Successful process improvement requires the AF to both identify a problem and understand why it exists T/F

A

True

56
Q

The eight step problem solving model provides a concise, common format to define and ___ the problem

A

Validate

57
Q

Strategic alignment and deployment ensures resources and activities are linked to what three key items of the enterprise

A

Strategies
Priorities
Goals

58
Q

Problem solving efforts should be selected base on the Units ___ plan

A

Strategic

59
Q

The eight step problem solving model builds consensus within a single page document to identify and validate problems. What’s size is the document

A

The model is printed on an 11X17 piece of paper completed in pecil

60
Q

List in order the tasks in the eight step problem solving model

A 
Clarify and validate the problem
Break down the problem and identify performance gaps
Set improvement targets
Determine root causes
Develop countermeasures
See countermeasures through
Confirm results and process
Standardize successful processes
61
Q

What is the critical first step to effective problem solving

A

Clearly understanding the problem

62
Q

In step 1 (clarify and validate the problem) of the model, what two errors might occur if you Fly by the seat of your pants and fail to clearly understand the problem

A

What seems like an obvious solution to the problem solver may cause a misdiagnosis of the underlying problem
The problem solvers mindset is closed to potential solutions better suited to solving the problem

63
Q

An adequately defined problem statement shows performance against a standard with scope and direction for the team. What does it not do

A

Make assumptions about a root case, solution and or countermeasure

64
Q

Why do you collect and analyze data in Step 1 of the eight step problem solving model

A

To validate both the existence and magnitude of the problem

65
Q

Why is step 2 (break down the problem and identify performance gaps) of the model sometimes frustrating for airmen

A

They want to take immediate action and implement solutions

66
Q

Understanding what data is required and our ability to ___ are critical to highlighting the performance gap in a process

A

Interpret what that data means

67
Q

Who sets improvement targets during step 3 (set improvement targets ) of the eight step problem solving model

A

Process owners and or project sponsors

68
Q

In the eight step problem solving mode., improvement targets define the ____ level required to make an org vision a reality

A

Performance levels

69
Q

What does the acronym B-SMART represent in the eight step problem solving model

A

Improvement targets having the following characteristics, Balanced, Specific, Measurable, Attainable, Results focused and time bound

70
Q

B- SMART targets must be developed to balance the effort and resources required to achieve them with those needed to accomplish the overall Or mission T/F

A

True

71
Q

When setting B-SMART target what makes a target specific

A

Desirable outputs based on SME knowledge and experience that are applicable to the process improvement activity

72
Q

In step t3 (set improvement targets) of the Model what does the measurable characteristic of B-SMART objective include

A

Time frames and data obtainable from specific sources

73
Q

When setting B-SMART targets resources must be available for the goal to be attainable and the goal should be risk free T/F

A

False

74
Q

When setting B-SMART targets, results focused targets should be linked to the mission, vision and goals, what else should they be

A

They should be meaningful to the user

75
Q

When setting B-SMART targets how do you satisfy the time bound characteristic

A

Provide a targeted completion date to provide accountability

76
Q

Root cause analysis is a ____ between digging as deeply as possible and finding the deepest point still with in the teams sphere of influence

A

Tradeoff

77
Q

Which should be the easiest step in the eight step problem solving model

A

Step 5 - Develop Countermeasures

78
Q

What two things determine the strength of a solutions impact on a problem

A

The quality of the solution

How it is accepted by those who must implement it

79
Q

What formula represents the impact of a solution

A

(Quality of the solution) X (acceptance) = greatest impact

80
Q

An excellent solution to a problem can have zero impact T/F

A

True

81
Q

Describe how a leader can present the solution to a problem so that its accepted by those who must implement it

A

Select the most practical and effective countermeasures
Keep it simple
Build consensus and ownership by involving all stakeholders as appropriate

82
Q

What does an action plan waste if there is no action

A

Time and resources

83
Q

One way for the AF leaders to maintain momentum in step 6 (see countermeasures through) is by communicating the expected benefits of implementation to the implementers. List three other things leaders can do to maintain the momentum

A

Have high confidence that countermeasures address the problem
Devise appropriate implementation plans with the information necessary to ensure countermeasure completion
Demonstrate anticipation of a better way of doing business

84
Q

In the Eight step model, training is almost always required and is usually necessary at different levels simultaneously T/F

A

True

85
Q

In step 7 (confirm results and process) of the model leaders compare the results of the countermeasures with performance gaps and improvement targets. What do they confirm about the process

A

That the process is sustainable, repeatable and meets mission requirements

86
Q

In step 7 (Confirm results and process) of the model, leaders should monitor progresses for performance relative to what three things

A

The baseline developed in step 1 and 2
B- SMART targets established in step 3
The solution implementation

87
Q

What should leaders consider doing if they find target deadlines are not being met in step 7 (confirm results and processes) of the model

A

Evaluate whether to return to step 4: Determine root causes

88
Q

What is the most common mistake made during CPI efforts

A

Incorrectly determining the root causes of the problem

89
Q

Which is the most commonly skipped and under completed step in the model

A

Step 8: Standardize successful processes

90
Q

Answering which three questions can help define Step 8 (Standardize successful processes) in the eight step problem solving model

A

What is needed to standardize the improvement
How should improvements and lessons learned be communicated
Were other opportunities or problems identified by the problem solving model

91
Q

List the six ways that improvements and lessons learned during the eight step problem solving model can be communicated

A 
CPI management tool
Key meeting
AF pubs
Public Affairs
Chain of command
SharePoint sites
92
Q

Following all steps in the model ensures desired results that are aligned with the orgs needs and are achieved with minimum wasted effort T/F

A

True

93
Q

AF smart operations incorporates aspects of for major CPI methodologies List them

A

Business process reengineering
Lean
Six sigma
Theory of constraints

94
Q

When using the model, each solution must draw from only one of the four major CPI methodologies T/F

A

False

95
Q

Which CPI methodologies identifies unnecessary activities and eliminates them whenever possible

A

Business process Reengineering

96
Q

Which CPI methodologies focuses on workflow, customer value and eliminating process waste

A

Lean

97
Q

Which CPI methodology is rigors and data drive focusing on minimizing waste by reducing process variation

A

Six Sigma

98
Q

Which CPI methodology involves a systematic approach to optimize resource utilization by identifying, exploring, subordinating elevating and reassessing constraints in the process

A

Theory of Constraints

99
Q

List the three levels of effort that could be required when accomplishing an eight step problem solving solution

A

Just do it
Rapid Improvement Even
Improvement Project

100
Q

Which level of effort in accomplishing and 8 step problem solving solution involves on person or a small team, and can be done in less than one day

A

Just do it

101
Q

Describe the team and timeline that would require a Rapid Improvement Even level of effort to accomplish an eight step

A

A small team o individuals, usually SME, and the task can be accomplished within a week

102
Q

Which level of effort is accomplishing an eight step problem solving solution involves a large team and is conducted over a long period of time

A

Improvement Project

103
Q

AF Smart operations, Using the model is a simple method to record CPI efforts. it is best suited for use at the unit level T/F

A

False

104
Q

The eight step model is a single piece of paper approach and provides a ___ for airmen to solve problems and perform process improvement initiatives

A

Standardized template

PDG 2017 E-8-2s (19 decks)

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