Assignment:
Question 1 Quinn suggests that to engage in effective change we need to take embrace and accept:
a. Core myths
b. New Perspective
c. Assumptions
d. None of the above
QUESTION 2 Which of the following is not one of the characteristics of the "slow death" process of not confronting the need for deep change?
a. Goal Inversion
b. Mutual Learning
c. Posturing
d. Abdication
QUESTION 3 Organizations that fail to adapt risk:
a. Losing talented employees
b. Losing accountability to stakeholders
c. Slow death
d. All of the above
QUESTION 4 Which of the following can a barrier to embarking on a deep change?
a. Willingness to let go of the past
b. Collective learning
c. Past success
d. None of the above
QUESTION 5 According to Quinn, when companies operate with a checklist mentality, the company:
a. Can be fast and efficient
b. Relies on an "expert" to create and impose a plan
c. Invites decay and stagnation
d. All of the above
QUESTION 6 When a leader meets with the board of directors to state the need and rationale for a change effort, this is an example of which of Nadler's action steps?
a. Building participation in planning and implementing change
b. Using multiple leverage points
c. Building the support of key power groups
d. None of the above
QUESTION 7 In confronting deep change at a personal level a leader or manager needs to reflect on:
a. Their own immaturity
b. Their own selfishness
c. The own lack of courage
d. All of the above
QUESTION 8 When a supervisor announces a change and experiences resistance from veteran employees, the supervisor may need to use which of Nadler's action steps?
a. Provide people with time to disengage from the old
b. Use multiple leverage points
c. Develop transition management structures
d. None of the above
QUESTION 9 According to Quinn, the belief that change must be imposed on one actor by another actor is:
a. Necessary for deep change to occur
b. is a belief that makes leaders effective
c. A normal assumption
d. None of the above
QUESTION 10 Quinn speaks to the importance of being able to perform in uncertain situations and suggests that capacity is strongly linked to:
a. Knowledge of other members of the team
b. Personal integrity
c. Confidence in others
d. Adaptive Confidence