Managing organizational change a multiple perspectives approach 2nd edition palmer test bank

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Chapter 06 - Resistance to Change

Chapter 06 Resistance to Change Multiple Choice Questions

1. (p. 160) According to the ____ perspective of resistance to change, resistance is a sign that not everybody is on board in terms of making the change and resistance can and must be overcome in order to move forward.

A. Director B. Navigator C. Coach D. Nurturer

Difficulty: Medium

2. (p. 160) According to the ____ perspective of change, resistance if possible but likely to be short lived and ultimately futile; at best resistance might temporarily delay change but not be able to halt its inexorable impact.

A. Director B. Navigator C. Caretaker D. Nurturer

Difficulty: Medium

3. (p. 160) According to the ____ perspective, resistance is something that needs to be recognized and expected as change takes people out of their comfort one; change managers need to work with resistance in a way that reveals to the resistor that such actions are not in accord with good teamwork within the organization.

A. Navigator B. Caretaker C. Nurturer D. Coach

Difficulty: Medium

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Chapter 06 - Resistance to Change

4. (p. 161) Which of the following is NOT a reason why people react positively to change: A. Security B. Money C. Responsibility D. Apathy

Difficulty: Easy

5. (p. 161) In reviewing the tridimensional factors regarding resistance to change, the ____ factor involves how a person feels about change.

A. Affective component B. Cognitive component C. Behavioral component D. None of the above

Difficulty: Medium

6. (p. 161) In reviewing the tridimensional factors regarding resistance to change, the ____ factor involves how a person thinks about change.

A. Affective component B. Cognitive component C. Behavioral component D. People do not consciously think about change

Difficulty: Medium

7. (p. 161) The signs of ____ resistance to change are identified as being critical, finding fault, ridiculing or using facts selectively.

A. Active B. Passive C. Malignant D. Benign

Difficulty: Easy

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Chapter 06 - Resistance to Change

8. (p. 162) The signs of ____ resistance to change are identified as agreeing verbally but not following through, procrastinating or dragging one's feet.

A. Active B. Passive C. Apathetic D. Benign

Difficulty: Easy

9. (p. 162) Which of the following reasons is NOT cited in your text as a reason that people are resistant to change?

A. Dislike of change B. Discomfort with uncertainty C. Perceived negative effects on interest D. The belief that the specific change being proposed is appropriate

Difficulty: Medium

10. (p. 161) Which of the following is NOT one of the symptoms of active resistance to change?

A. Being critical B. Finding fault C. Ridiculing D. Agreeing verbally but not following through

Difficulty: Hard

11. (p. 165) Expectations of trust, loyalty and recognition are related to the ______ dimension of change.

A. Formal B. Psychological C. Social D. None of the above

Difficulty: Medium

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Chapter 06 - Resistance to Change

12. (p. 165) The specific task that a person is employed to do, how it relates to tasks carried out by others in the organization, how performance is assessed and the associated level of remuneration is associated with the ____ dimension of change.

A. Formal B. Psychological C. Social D. None of the above

Difficulty: Medium

13. (p. 166) Abrahamson refers to ____ organizations where change-fatigued managers react to initiative overload by resisting further change and voicing an aggressive cynicism.

A. Closed system B. Permafrost C. Clouded D. Sleepy

Difficulty: Medium

14. (p. 167) ____ are influential because they are based on real-life experiences and, as such, are likely to be given greater credibility than the words-assurances of current managers.

A. Resistors B. Milestones C. Scripts D. Initiatives

Difficulty: Medium

15. (p. 170) When managers feel themselves ready for change, but "miss" the signs that it is needed, we sometimes refer to the situation as: A. Deficient Reaction Syndrome B. The Icarus Paradox C. Boiled Frog Syndrome D. Strategic Atrophy

Difficulty: Hard

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Chapter 06 - Resistance to Change

16. (p. 172) When characteristics that have led to organizational success, over time, become the basis for the organization's downfall, we sometimes refer to the phenomenon as: A. The Icarus Paradox B. Deficient Reaction Syndrome C. Boiled Frog Syndrome D. Strategic Atrophy

Difficulty: Hard

17. (p. 171) When information that should set off warning bells is either ignored or interpreted in such a way that it is seen as confirming rather than requiring a questioning of existing strategy, we refer to this as: A. Deficient Reaction Syndrome B. The Icarus Paradox C. Enigmatic Leadership D. Strategic Atrophy

Difficulty: Medium

18. (p. 172) Which of the following is NOT a part of Kotter and Schlesinger's "classic" prescription on managing resistance to change?

A. Participation and involvement B. Negotiation and agreement C. Manipulation and cooptation D. Investigation and deception

Difficulty: Medium

19. (p. 172) According to Jick and Peiperl, what is the first psychological stage of change?

A. Shock B. Defensive retreat C. Acknowledgement D. Adaptation and change

Difficulty: Easy

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Chapter 06 - Resistance to Change

20. (p. 172) According to Jick and Peiperl, what is the second psychological stage of change?

A. Adaptation and change B. Acknowledgement C. Defensive retreat D. Shock

Difficulty: Medium

21. (p. 172) ____ involves a refusal to recognize the situation being faced.

A. Denial B. Resistance C. Exploration D. Commitment

Difficulty: Easy

22. (p. 173) In the Scott and Jaffe Model of Resistance to Change, the ____ stage is where attention is focused on the new course of action.

A. Shock B. Exploration C. Resistance D. Commitment

Difficulty: Medium

23. (p. 175) According to Karp, which of the following statements would be considered "the stall?"

A. I don't want to B. I'll get on it first thing next week C. I think that the change would be better if it were first implemented in X's division D. See what you're making me do

Difficulty: Medium

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Chapter 06 - Resistance to Change

24. (p. 175) According to Karp, which of the following statements would be considered "the projected threat?"

A. Tell me exactly what you want me to do B. Wow, what a great idea!

C. X isn't going to like this D. You owe me one

Difficulty: Medium

25. (p. 175) According to Karp, which of the following statements would be considered "the guilt trip?"

A. But we've always done it the other way B. See what you're making me do C. You owe me one D. I don't want to

Difficulty: Medium

26. (p. 174) ____ is the process of influencing or leading through the purposeful control of one's thoughts.

A. Thought Self-leadership B. Introverted management C. Internal strategic-reflection D. Covert thinking

Difficulty: Medium

27. (p. 177) ____ refers to the ability to mix major change initiatives, the ones most likely to be destabilizing and disruptive.

A. Tweaking B. Tinkering C. Kludging D. Pacing

Difficulty: Easy

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Chapter 06 - Resistance to Change

28. (p. 177) Which of the following is NOT one of the fundamental touchstones for enhancing the power of resistance?

A. Embrace resistance B. Respect those who resist C. Join with the resistance D. Fuel the resistance

Difficulty: Medium

29. (p. 180) According to Mauer, the default position of _____ is the tendency to get rid of people who dare to question the wisdom of the change.

A. Apply force of reason B. Kill the messenger C. Manipulate those who oppose D. Play off relationships

Difficulty: Medium

30. (p. 179) According to Mauer, the default position of ____ is when the manager tries to overwhelm change opponents with facts.

A. Manipulate those who oppose B. Play off relationships C. Apply force of reason D. Make deals

Difficulty: Medium

True / False Questions

31. (p. 163) The readiness for change will be affected by people's perceptions of the likely effect of change on their personal interests.

TRUE

Difficulty: Easy

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Chapter 06 - Resistance to Change

32. (p. 165) There are many reasons organizations may experience complacency, including a track record of success and the lack of any visible crisis.

TRUE

Difficulty: Medium

33. (p. 166) People may resist change, not always because they think that the proposed change is wrong, but because they believe the timing to be wrong.

TRUE

Difficulty: Easy

34. (p. 166) One form of excessive change is when an organization is pursuing several change initiatives at once and these are perceived by people in the organization as unrelated or, even worse, in conflict.

TRUE

Difficulty: Medium

35. (p. 167) The least reliable predictor of how people will interpret the implications of an announcement of change is their experience of previous organizational changes.

FALSE

Difficulty: Medium

36. (p. 168) Where the past experience has been positive, cynicism is likely to result, which in turn reduces willingness to engage in future change efforts.

FALSE

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Chapter 06 - Resistance to Change

Difficulty: Easy

37. (p. 169) It is important not to assume that the only ones who may not respond positively to proposals for change are "the managed" and not the managers.

TRUE

Difficulty: Easy

38. (p. 176) The difference between tinkering and kludging is a matter of scale, with kludging being more modest.

FALSE

Difficulty: Medium

39. (p. 161) The symptoms identified with passive resistance to change include being critical, ridiculing and sabotaging.

FALSE

Difficulty: Easy

40. (p. 163) People find it easier to be supportive of changes that they see as not threatening their interests and may resist those that are seen as damaging to these interests.

TRUE

Difficulty: Medium

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