EXAAAM

Question 1

What is Change Management?

Answer 1

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

Question 2

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

Answer 2

A

Question 3

Mention 3 benefits of change management!

Answer 3

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

Question 4

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

Answer 4

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

Question 5

“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

Answer 5

d. early adopters

Question 6

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

Answer 6

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

Question 7

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

Answer 7

M. Scott Peck from the book: Life is Difficult

Question 8

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

Answer 8

B and D

Question 9

What is John Fisher’s Transition Curve?

Answer 9

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

Question 10

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

Answer 10

John Fisher’s Transition Curve & Kubler Ross Change Curve

Question 11

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

Answer 11

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

Question 12

What does success for change involve?

Answer 12

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

Question 13

What is a learning organisation?

Answer 13

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

Question 14

What are the 5 Disciplines from Senge?

Answer 14

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

Question 15

What is the foundation of the organisational change from Senge?

Answer 15

Systems Thinking

Question 16

What is Systems Thinking based on Senge?

Answer 16

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

Question 17

What are 3 building blocks of Systems Thinking?

Answer 17

1. Reinforcing (amplifying) loop
2. Balancing loop
3. Delays

Question 18

What is amplifying loop?

Answer 18

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

Question 19

What is balancing loop?

Answer 19

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

Question 20

What is Worldview?

Answer 20

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

Question 21

What is the ‘Bull whip effect’ ?

Answer 21

A ripple effect, showing how small changes influence other things

Question 22

What is learning disabilities?

Answer 22

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

Question 23

Mention 7 of the learning disabilities!

Answer 23

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

Question 24

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

Answer 24

I am my own position LD

Question 25

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

Answer 25

The enemy is out there syndrome

Question 26

* 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?

Answer 26

The delusion of learning from experience

Question 27

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

Answer 27

The myth of the management team

Question 28

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?

Answer 28

The illusion of taking charge

Question 29

The illusion of taking charge is mistaken ... as ...

Answer 29

Mistaken reactivity as proactivity

Question 30

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?

Answer 30

The fixation on events

Question 31

The fixation on events is?

Answer 31

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

Question 32

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

Answer 32

The parable of the boiled frog

Question 33

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

Answer 33

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

Question 34

* 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?

Answer 34

Limits to growth

Question 35

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

Answer 35

Shifting the Burden

Question 36

What is discipline by senge?

Answer 36

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

Question 37

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

Answer 37

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

Question 38

what is personal mastery?

Answer 38

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

Question 39

what is mental model?

Answer 39

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

Question 40

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

Answer 40

b and d

Question 41

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

Answer 41

Skills of Reflection and Skills of Inquiry

Question 42

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

Answer 42

Skills of Reflection in Mental models

Question 43

What is building shared vision?

Answer 43

Creating a collective aspiration and awareness

Question 44

What are the stages to build a shared vision?

Answer 44

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

Question 45

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

Answer 45

Team learning in Senge's 5 disciplines

Question 46

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

Answer 46

Discussion AND Dialogue

Question 47

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

Answer 47

b, e, f

Question 48

There are 3 types of leadership, what are they?

Answer 48

1. Local line leaders 2. Network leaders 3. Executive leaders

Question 49

* 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?

Answer 49

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

Question 50

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

Answer 50

Network Leadersss

Question 51

- 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?

Answer 51

Executive leaderss

Question 52

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

Answer 52

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

Question 53

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

Answer 53

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

Question 54

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

Answer 54

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

Question 55

*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

Answer 55

C & D

Question 56

Mention 5 aspects in the trust factor!

Answer 56

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

Question 57

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

Answer 57

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

Question 58

Mention Kotter's 8 Steps of Change!

Answer 58

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

Question 59

What does ADKAR stands for?

Answer 59

Awareness, Desire, Knowledge, Ability, Reinforcement