Organisation

Question 1

Lewin’s 3-Stage Model

Answer 1

Unfreeze
Change
Refreeze

Question 2

Kotter’s Eight Step Model

Answer 2

Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and a strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change
Anchoring new approaches in the culture

Question 3

Senge’s Systems Thinking Model

Answer 3

Initiating Change
Sustaining the Transformation
Redesign and rethinking

Question 4

Archetypal roles involved in the process of organisational change

Answer 4

Idea-Generator
Sponsor
Change Agent
Line Management
Change 'Targets'

Question 5

Gareth Morgan Metaphors

Answer 5

Machines
Brains
Political Systems
Flux & Transformation

Question 6

Pitfalls of Vision Statements

Answer 6

Sermons
Management waffle
The to-do list
Mission statement

Question 7

Lewin Stage:

Inertia is overcome, and existing habits and mindsets are broken down

Answer 7

Unfreeze

Question 8

Lewin Stage:

A period of confusion, challenge, and clarification.

Answer 8

Change

Question 9

Lewin Stage:

New mindsets and habits formed and established.

Answer 9

Refreeze

Question 10

Kotter’s model - which metaphors?

Answer 10

Machine and Political Systems

Question 11

Senge’s model - which metaphors?

Answer 11

Flux & Transformation and Organism

Question 12

Archetypal Roles:
Advocate. Develops idea for change, promote ideas to potential sponsors.
Generally assumed to be a result of senior strategic intent
Emerges from ‘learning organisation’

Answer 12

Idea-Generator

Question 13

Archetypal Roles:
Has overall line authority. Legitimised and approves change. Control over necessary people and resources. Clear vision for change.
Executive leadership. Creates a sensible and appealing vision. Designs a strategy. Maintains clarity and urgency. Provide resources for training.
Executive leader. Creates environment to inspire and support new approaches. Designs supportive systems of performance measurement, reward, and governance. Established new norms. Role models behavior.

Answer 13

Sponsor

Question 14

Archetypal Roles:
Sustaining sponsor. Facilitates in own area a change initiated at executive level.
Local leaders and managers. Create and implement plans to execute strategy.
Accountable for results at local level. Authority to make changes in own area.

Answer 14

Line Management

Question 15

Archetypal Roles:

Implementers. People who must actually change! Provide feedback to sponsor.

Answer 15

Targets

Question 16

Archetypal Roles:
No direct line authority. Work with sponsors and implementers. Facilitates change.
Internal networks. No formal authority. Builds broad connections.

Answer 16

Change Agents

Question 17

Metaphor: organisations can be designed and controlled. They can be re-engineered, and components can be changed. They behave in predictable ways.

Answer 17

Machines

Question 18

Metaphor: organisations are intelligence-led and resemble a library and memory bank. They have a language system that allows them to process information, reassembling it into new ways of operating.

Answer 18

Brains

Question 19

Metaphor: organisations are systems of government managing the common and conflicting needs of various interest groups. Coalitions of interests form, and power is used to get things done.

Answer 19

Political Systems

Question 20

Metaphor: organisations are seen as examples of chaos and complexity, where hierarchy and control have limited relevance. Order emerges naturally from a process of continuous transformation.

Answer 20

Flux & Transformation

Question 21

outlines what the organisation wants to be, or how it wants the world in which it operates to be (an ‘idealised’ view of the world)

Answer 21

Vision

Question 22

defines the fundamental purpose of an organisation or an enterprise, succinctly describing why it exists and what it does to achieve its vision

Answer 22

Mission

Question 23

Pitfalls of Vision Statements:
goes on for quite a long time, makes lots of promises that cannot be achieved or measured, but excites some people for some of the time, something for everyone, but very little for most.

Answer 23

Sermons

Question 24

Pitfalls of Vision Statements:
a few sentences that are vague enough so that key stakeholders can agree, but have little relevance to what needs to happen, or no one is really sure what they mean.

Answer 24

Management waffle

Question 25

Pitfalls of Vision Statements:
a list of things that need to happen to achieve something, which tend to focus on the obvious and often lack longevity and run out of steam in the first year

Answer 25

The to-do list

Question 26

Pitfalls of Vision Statements:

some blunt statements that sound good but are not a foundation for a change initiative.

Answer 26

Mission statement