CHAPTER 9

Question 1

Refers to a set or arrangement of interrelated parts that interact to form a whole.

Answer 1

SYSTEMS

Question 2

A system that receives inputs from its external environment.

Answer 2

OPEN SYSTEMS

Question 3

The attempt to solve a problem using a single strategy, without examining the validity of the problem itself.

Answer 3

SINGLE-LOOP LEARNING

Question 4

A method of learning that involves questioning current assumptions, examining a problem from different perspectives, and questioning the validity of the problem.

Answer 4

DOUBLE-LOOP LEARNING

Question 5

5 steps of generic model of change by Hayes’:

Answer 5

1. RECOGNIZE THE NEED FOR CHANGE
2. DIAGNOSE WHAT NEEDS TO CHANGE
3. PLAN AND PREPARE FOR CHANGE
4. IMPLEMENT THE CHANGE
5. SUSTAIN THE CHANGE

Question 6

The network of ties that an individual has with other individuals.

Answer 6

SOCIAL NETWORK

Question 7

Approach to understanding and changing individual or group perceptions and behaviors by seeking to understand the interdependent forces that act on individuals or groups that motivate them towards certain courses of action.

Answer 7

FIELD THEORY

Question 8

A framework for analyzing a problem that seeks to identify all the relevant factors and stakeholders that are acting to either sustain the current state or to move away from the current state.

Answer 8

FORCE-FIELD ANALYSIS

Question 9

An iterative trial-and-error process of discovery that involves diagnosing a problem, planning a solution, acting on the solution, evaluating the results of the actions, learning from the outcomes, and asking new questions.

Answer 9

ACTION RESEARCH

Question 10

The main component of the Planned Model of Change.

Answer 10

THREE-STEP MODEL

Question 11

The initial stage of organizational change where it involves the development of a shared understanding among stakeholders that a particular change is necessary.

Answer 11

UNFREEZING

Question 12

The second stage of a change process that involves the trial-and-error process of taking action to move the firm through the intended change.

Answer 12

MOVING

Question 13

The third and final stage of a change initiative putting policies, practices, and structures in place to establish new norms around the change.

Answer 13

REFREEZING

Question 14

3 conditions to unfreeze current behaviors:

Answer 14

1. DISCONFIRMATION OF THE VALIDITY OF THE STATUS QUO
2. INDUCING SURVIVAL ANXIETY
3. CREATING PSYCHOLOGICAL SAFETY

Question 15

Complex systems are based on some form of order but can behave in unpredictable ways.

Answer 15

CHAOS THEORY

Question 16

An approach to learning that applies double-loop learning and an attempt to understand how the entire system may be affected by change.

Answer 16

ORGANIZATIONAL LEARNING

Question 17

5 elements of organizational learning:

Answer 17

1. PERSONAL MASTERY
2. MENTAL MODELS
3. BUILDING A SHARED VISION
4. TEAM LEARNING
5. SYSTEMS THINKING

Question 18

The understanding of one’s purpose and the development of a personal vision.

Answer 18

PERSONAL MASTERY

Question 19

An internal representation of the way things work and it influence the casual attributions that we make.

Answer 19

MENTAL MODELS

Question 20

The interaction of individual ideas and efforts toward a team objective that results in outcomes that exceed the capabilities of any individual on the team.

Answer 20

TEAM LEARNING

Question 21

Views change issues within the framework of the entire organization.

Answer 21

SYSTEMS THINKING

Question 22

2 areas of HRM that are involved in strategic change:

Answer 22

1. CLARIFYING AND COMMUNICATING THE VALUES
2. TRAINING, EDUCATION, AND ORGANIZATIONAL LEARNING