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Change Management > EXAAAM > Flashcards

EXAAAM Flashcards

1
Q

What is Change Management?

A

Change Management is a structured approach to transitioning individuals’ teams and organisations from a current state to a desired future state

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2
Q

Select the false statement regarding Change Management!
A. It’s about changing the external organisation
B. It’s about changing everyone inside the organisation
C. It’s how the organisations adapt to changing environment
D. It’s about internal change

A

A

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3
Q

Mention 3 benefits of change management!

A
  1. Reduces cost
  2. Improves work quality and morale
  3. Greater organisation effectiveness
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4
Q

There are 5 segments of people in the Diffusion of Innovation by Rogers. What are they? (from first to last adopters)

A
  1. Innovators
  2. Early adopters
  3. Early majority
  4. Late majority
  5. Laggards
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5
Q

“These people are already aware of the need to change and are very comfortable in adopting new ideas” is the description of which segment?
a. Laggards
b. Late majority
c. Early majority
d. Early adopters
e. Innovators

A

d. early adopters

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6
Q

What are the indicators of Apple as a successful learning organisation? (give 3 reasons)

A
  1. Recognise people’s needs with giving feedbacks & empathy
  2. Sustainable culture & teamwork
  3. Long-term thinking & constantly learning
  4. Energises commitment and talents
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7
Q

“It is human nature to avoid problems and the emotional suffering connected with them” is the statement from which author and what book?

A

M. Scott Peck from the book: Life is Difficult

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8
Q

Select the 2 correct statements from resistance!
A. The Rider likes to analyse info before deciding a direction, and they resist change because of exhaustion
B. The Rider has own issues and they resist change because the lack of clarity
c. Elephant is the emotional side and resist change because lack of clarity
D. Elephant will always overpower the rider and they resist change because of exhaustion

A

B and D

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9
Q

What is John Fisher’s Transition Curve?

A

It is a model of personal change, made for individuals & managers helping staff to deal with personal change

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10
Q

There are 2 models for personal change/transition. What are two of the models called?

A

John Fisher’s Transition Curve & Kubler Ross Change Curve

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11
Q

There are 5 aspects inside the Change Curve from Kubler Ross, what are the process of that personal transition?

A
  1. Shock & denial
  2. Anger: reality hits
  3. Bargaining: finding a way out
  4. Depression: losing hope
  5. Acceptance
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12
Q

What does success for change involve?

A
  1. From old view -> new view
  2. New set of mental models
  3. Empathy & Openness
  4. Continuous learning
  5. Engagement & feedbacks
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13
Q

What is a learning organisation?

A

An organisation that taps on people’s commitment and capacity to learn at all levels in the organisation

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14
Q

What are the 5 Disciplines from Senge?

A
  1. Systems Thinking
  2. Personal Mastery
  3. Mental Models
  4. Building Shared Vision
  5. Team Learning
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15
Q

What is the foundation of the organisational change from Senge?

A

Systems Thinking

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16
Q

What is Systems Thinking based on Senge?

A

Systems Thinking is a discipline for seeing wholes rather than parts, for seeing patterns of change rather than a static snapshot, and for understanding the subtle interconnectedness that gives living system their unique character

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17
Q

What are 3 building blocks of Systems Thinking?

A
  1. Reinforcing (amplifying) loop
  2. Balancing loop
  3. Delays
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18
Q

What is amplifying loop?

A

The small actions that amplify themselves, creating accelerating growh/decline

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19
Q

What is balancing loop?

A

The process which contains a self-correcting or governing function that attempts to reach the desired goal

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20
Q

What is Worldview?

A

Ideas and beliefs which influence how individuals interpret and interact with the world

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21
Q

What is the ‘Bull whip effect’ ?

A

A ripple effect, showing how small changes influence other things

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22
Q

What is learning disabilities?

A

The barriers of organisational learning that can hinder the organisation’s ability to adapt and improve to change

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23
Q

Mention 7 of the learning disabilities!

A
  1. I am my own position
  2. “The enemy is out there” syndrome
  3. The myth of management team
  4. The delusion of learning from experience
  5. The illusion of taking charge
  6. The fixation on events
  7. The parable of the boiled frog
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24
Q

An employee only focuses on their own tasks and doesn’t consider how their work affects the entire team or organization is the example of? … LD

A

I am my own position LD

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25
Q

“Instead of improving its product quality, a company blames the competition from the market for its falling sales” is the example of?

A

The enemy is out there syndrome

26
Q
  • We tend to break problem into components & delegating those parts
  • We tend to focus on what’s immediately visible and within our comfort zone

Above are the characteristics of?

A

The delusion of learning from experience

27
Q

Pretending that everyone is behind the team’s collective strategy and Avoiding anything that make them look bad personally are the descriptions of?

A

The myth of the management team

28
Q

We should face up to difficult issues, stop
waiting for someone else to do
something, and solve problems before
they grow into crises is the statement for?

A

The illusion of taking charge

29
Q

The illusion of taking charge is mistaken … as …

A

Mistaken reactivity as proactivity

30
Q

A business is excited about a spike in profits for a month but doesn’t notice the gradual decline in customer satisfaction over the year is the example of?

A

The fixation on events

31
Q

The fixation on events is?

A

When organisations focus on short-term events and ignore the long-term patterns/consequences

32
Q

We’re very good at reacting to immediate danger but poor at recognising gradual threats is description of?

A

The parable of the boiled frog

33
Q

There are 2 archetypes in Systems Thinking, what are they?

A

Archetype 1: Limits to Growth
Archetype 2: Shifting the Burden

34
Q
  • Unchecked growth can lead to a system’s downfall, so we need to make reinforcing loop. And when the system’s downfall, we need to make balancing loop for correcting action.
    Above is the explanation for which Archetype?
A

Limits to growth

35
Q
  • A balancing loop with 2 elements: quick fix and fundamental solution is what we use for which Archetype?
A

Shifting the Burden

36
Q

What is discipline by senge?

A

Discipline is a series of principles and practices that we study, master, and integrate into our lives and organisation

37
Q

What are the personal and what are organisational parts in senge’s 5 disciplines?

A

Personal: mental model & personal mastery
Organisational: building a shared vision & team learning

38
Q

what is personal mastery?

A

Personal mastery is an individual’s motivation to continuously learning, growing, and becoming better

39
Q

what is mental model?

A

mental model is the worldview. It’s deeply ingrained assumptions, generalisations, and mental images that influence how we understand the world and how we take actions

40
Q

Select the correct statement for mental models!
a. It’s about fostering personal growth
b. No partial views and bias opinion
c. The cornerstone of Senge’s disciplines
d. Skills of reflection and inquiries are needed for this to work

A

b and d

41
Q

There are 2 skills to make mental models work, what are they?

A

Skills of Reflection and Skills of Inquiry

42
Q

Slowing down thinking process to be aware of decisions/actions that guide our choices is called what skills in mental models?

A

Skills of Reflection in Mental models

43
Q

What is building shared vision?

A

Creating a collective aspiration and awareness

44
Q

What are the stages to build a shared vision?

A

Telling -> Selling -> Testing -> Consulting -> Co-Creating

45
Q

Aligning and developing the capacity of a team to create results that they truly desire is called

A

Team learning in Senge’s 5 disciplines

46
Q

There are 2 primary discourses of Team Learning, what are they?

A

Discussion AND Dialogue

47
Q

Select the correct statements for Dialogue
a. Goal is to win and accepted view
b. No assumptions
c. Increase awareness
d. Percussion & concussion
e. Facilitator available
f. Feedback is implemented

A

b, e, f

48
Q

There are 3 types of leadership, what are they?

A
  1. Local line leaders
  2. Network leaders
  3. Executive leaders
49
Q
  • To get new ideas translated into action
  • Integrating innovative practices into
    daily work
  • Testing efficacy of systems thinking
    tools
  • Working with mental models
  • For deepening conversation
  • Building shared vision that connect to people’s reality

Above are the descriptions of which leadership type?

A

LOCAL LINE LEADERS!! (key words: ideas into action)

50
Q

− Spreading new ideas & practices
− Diffuse successful innovations
− from one working group to another
− between organisations
Above are the descriptions of which leadership type?

A

Network Leadersss

51
Q
  • Focus on design more than making daily decisions
  • They are not necessarily the source of ideas.
  • Responsible to uplift guiding ideas in organisation
  • Role models – values & aspirations
  • Symbolic hierarchical authority
    Above are the descriptions of which leadership type?
A

Executive leaderss

52
Q

In new vision of leadership, explain each of the functions of leader!

A
  1. Designer: design the purpose, vision, core values
  2. Steward: Servants– protecting and ensuring that the vision, mission, and core values are understood and practiced
  3. Teacher: serves as a coach to foster learning to everyone in the org
53
Q

There are 3 principles for Successful Change Communication by Larkin, what are they?

A
  1. Begin communicating early
  2. Face 2 face communication
  3. High-demand content
54
Q

The author suggests two measures for communicating change, what are they?

A
  1. Communication should be about behaviour change
  2. Communication should be receiver-oriented
55
Q

*Instead of mass meetings with employees
*Meet senior managers in less intimidating circumstances
*Similar to trade show with communication as its product
*Allows two-way dialogue (one-on-one or small groups)

Above are the characteristics of?
A. Upward Communication
B. Employee advisory forum
C. Information Exchange
D. Downward Communication

A

C & D

56
Q

Mention 5 aspects in the trust factor!

A
  1. Caring/empathy (50%)
  2. Honesty/Openness
  3. Expertise/Competence
  4. Commitment/Dedication
57
Q

What’s the similarity of ADKAR & Kotter change model?

A
  1. Both are models for managing & implementing change
  2. Both recognise the importance of effective communication throughout the process
  3. Both acknowledge the need for sustainable/permanent change that’s embedded in working culture/practices
58
Q

Mention Kotter’s 8 Steps of Change!

A

Phase 1: Creating a Climate for Change
1. Increase urgency
2. Build a guiding team/coalition
3. Get the vision right

Phase 2: Engaging & Enabling Change
4. Communicate for buy-in
5. Enable action by removing barriers
6. Create short-term wins

Phase 3: Implementing & Sustaining Change
7. Don’t let up
8. Make it stick

59
Q

What does ADKAR stands for?

A

Awareness, Desire, Knowledge, Ability, Reinforcement

60
Q
A

Change Management (2 decks)

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