Section 12C--Change and Problem Solving

Question 1

What must leaders do to facilitate organizational change?

Answer 1

1) Must do their part to create and org climate conducive to change by explaining the limitations or shortfalls of the present process and the possibilities and benefits of the proposed change.
2) Must facilitate the change itself by walking Airmen through the change, explaining the details, and answering questions.
3) Should show appreciation for those who contribute to the change and help refocus those who do not

Question 2

What are the five most common responses to change?

Answer 2

Distrust
Uncertainty
Self-interest
Different Perception/No felt need to change
Over Determination

Question 3

Ironically, organizational structure may be a barrier to change. For example, a mechanistic structure that relies on strict procedure and lines of authority may be so rigid that it inhibits change and possibly damages professional relationships. Which common resistance to change is this?

Answer 3

Over-Determination

Question 4

On what does successful change management depend?

Answer 4

Addressing the causes of resistance and improving the change implementation process

Question 5

Regarding organizational change, what is NOT recommended and requires constant leadership oversight to ensure change remains in effect?

Answer 5

Coerced compliance

Question 6

What is the three-staged process model for change recommended by renowned social psychologist Kurt Lewin?

Answer 6

1) Unfreezing
2) Changing
3) Refreezing

Question 7

What is the most neglected, yet essential, part of unfreezing?

Answer 7

Creating an environment where people feel the need for change.

Question 8

How are leaders able to generate a need in the people who will feel the greatest effect of the change?

Answer 8

By pointing out problems or challenges that currently exist in the organization

Question 9

After unfreezing, the next stage in the three-staged change process is changing. What does the changing stage involve?

Answer 9

Modifying technology, tasks, structure, or distribution of people

Question 10

During which stage of the three-staged process model does the organization move from the old state or the previous norms, to the new state by installing new equipment, restructuring work centers, or implementing procedures?

Answer 10

Changing

Question 11

Why is a change agent essential in the changing stage of the three-stage process model?

Answer 11

Change needs to be monitored as it occurs by paying close attention to the people most affected by the change

NOTE: Signs of implementing too soon are negative reactions from employees

Question 12

After implementing a change, it is time to lock-in (or refreeze) desired outcomes and new norms so they become permanent. What is a way of helping new behaviors stick?

Answer 12

Actively encouraging and reinforcing the use of new techniques

Question 13

The Air Force Continuous Improvement (CI) incorporates aspects of which four major methodologies?

Answer 13

1) Lean
2) Six Sigma
3) Business Process Reengineering
3) Theory of Constraints

Question 14

Which methodology is a rigorous, data-driven methodology for process improvement which focuses on minimizing waste through identifying, controlling, and reducing process variation?

Answer 14

Six Sigma

Question 15

Which methodology is a systematic approach to optimize resource utilization by identifying, exploiting, suborinating, elevating, and reassessing constraints (bottlenecks) in the process?

Answer 15

Theory of constraints

Question 16

What is a standardized and structured approach to problem solving used by blobal industry leaders, and adopted by the DoD?

Answer 16

Practical Problem-Solving Method

Question 17

What is an eight-step process used to clarify problems, identify root causes, and develop appropriate countermeasures to achieve change?

Answer 17

Practical Porblem-Solving Method

Question 18

What is the first step to effective problem-solving? It is often best accomplished by developing a problem statement.

Answer 18

Clearly understand the problem

Question 19

What is paramount to performance gap analysis?

Answer 19

a) Understanding what appropriate data is required
b) The ability to interpret that data

Question 20

In Step 3, ‘set improvement targets’, what do process owners or project managers set and base improvement targets on?

Answer 20

Expected outcomes and strategic goals and objectives

Question 21

What helps define the required performance levels to achieve a desired end state? They should be challenging but achievable.

Answer 21

Targets

Question 22

Which analysis often involves applying a tradeoff between digging as deeply as possible as opposed to finding the deepest point within the team’s sphere of influence?

Answer 22

Root cause analysis

Question 23

How should the correct root cause of a problem be validated?

Answer 23

By using the same data used to define the problem in Step 1: Clarify and Validate the Problem

Question 24

What is used to address potential root causes in Step 5, develop countermeasures?

Answer 24

Countermeasures

Question 25

When developing countermeasures, what should be the aim for process improvement change?

Answer 25

Sustainable and repeatable

Question 26

At the end of Step 5, develop countermeasures, what should be obtained to ensure strategic alignment with the desired outcome is still moving in the appropriate direction?

Answer 26

Vector check

Question 27

What should be remembered about the impact of a solution?

Answer 27

It is a combination of the quality of the solution and the acceptance of the solution by people who implement it.

Question 28

What does the judicious involvement of employees in the development of countermeasures generate?

Answer 28

Buy-in and ownership of the solution and its success

Question 29

Step 6 is seeing countermeasures through to execution and tracking detailed implementation plans for each countermeasure approved in Step 5. What should be updated regularly on all tasks until countermeasures have been implemented, or until deemed unnecessary?

Answer 29

Reviews and progress checks

Question 30

Which step compares the results of implemented countermeasures to the identified performance gaps. improvement objectives/targets, and the expected outcome?

Answer 30

Step 7, confirm results and process

Question 31

In Step 7, confirm results and process, how should confirmed results be illustrated?

Answer 31

With appropriate data tools which link back to performance gaps and improvement targets

Question 32

What is the most common mistake made during CI efforts?

Answer 32

Incorrect root-cause determination

NOTE: if targets are not met, return to step 4

Question 33

Which step is the most commonly neglected step of the entire practical problem-solving method? It ensures the results of the efforts made in previous steps are codified.

Answer 33

Step 8, Standardize Successful Processes

Question 34

At what three levels of effort can the practical problem-solving method be used to solving problems and performing process improvement initiatives?

Answer 34

1) Just Do It
2) Rapid Improvement Event
3) Improvement Project

Question 35

Which improvement effort, also called point improvement, is an approach that involves one person (or a small team) and can be accomplished in less than a day?

Answer 35

Just Do It

NOTE: examples could be using toque wrenches instead of adjustable wrenches or routing paperwork electronically rather than through physical distros

Question 36

Which event consists of a small team of individuals, usually subject mater experts, and can be accomplished in less than a week? It is designed to develop and implement countermeasures after appropriate project preparations have been made.

Answer 36

Rapid Improvement Event

NOTE: examples could be improving aircraft servicing cycle times or improving first-time pass yields on task management tool taskers.

Question 37

Constraint consideration is crucial for project management. What are among the main constraints most often realized in project management?

Answer 37

Quality, Time, and Cost

Question 38

What is incumbent upon a project manager to do in order to establish a sound project objective and generate the solution options necessary to achieve those objectives?

Answer 38

To provide leadership and use good team-building techniques

Question 39

What are three techniques of special importance to use during project planning?

Answer 39

1) Gathering important information
2) Creating a work breakdown structure
3) Conducting a task analysis

Question 40

What is a technique based on dividing a project into sub-units or work packages?

Answer 40

Work breakdown structure

Question 41

Why are the chances of neglecting or overlooking an essential step minimized when using the work breakdown structure technique?

Answer 41

All the elements required to complete the project are identified

Question 42

What provides cucial information for determining how the tasks of the project interrelate?

Answer 42

Task analysis

Question 43

What is imperative prior to beginning a project to ensure the efficiency of the project?

Answer 43

To establish the proper sequencing of tasks