QUESTION 1
Quinn suggests that to engage in effective change we need to take embrace and accept:
a. Core myths
New Perspective
Assumptions
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?
Goal Inversion
Mutual Learning
Posturing
Abdication
QUESTION 3
Organizations that fail to adapt risk:
Losing talented employees
Losing accountability to stakeholders
Slow death
All of the above
QUESTION 4
Which of the following can a barrier to embarking on a deep change?
Willingness to let go of the past
Collective learning
Past success
None of the above
QUESTION 5
According to Quinn, when companies operate with a checklist mentality, the company:
Can be fast and efficient
Relies on an "expert" to create and impose a plan
Invites decay and stagnation
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?
Building participation in planning and implementing change
Using multiple leverage points
Building the support of key power groups
None of the above
QUESTION 7
In confronting deep change at a personal level a leader or manager needs to reflect on:
Their own immaturity
Their own selfishness
The own lack of courage
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?
Provide people with time to disengage from the old
Use multiple leverage points
Develop transition management structures
None of the above
QUESTION 9
According to Quinn, the belief that change must be imposed on one actor by another actor is:
Necessary for deep change to occur
is a belief that makes leaders effective
A normal assumption
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:
Knowledge of other members of the team
Personal integrity
Confidence in others
Adaptive Confidence