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Multiple Choice Quiz
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1
The main objective of force field analysis is to help change agents to:
A)identify ways to control the external environment.
B)find ways to increase the driving forces for change.
C)diagnose a situation better by understanding the driving and restraining forces for change.
D)determine whether change is necessary in the organization or not.
E)determine and single out the force that causes organizational resistance for change.
2
Increasing the driving forces and reducing the restraining forces tends to:
A)reduce the need for change.
B)unfreeze the status quo.
C)refreeze the status quo.
D)decrease environmental stability.
E)produce environmental equilibrium.
3
Which of the following types of resistance to change is a strategy to “prove” that the decision is wrong?
A)Negative valence of change
B)Not-invented-here syndrome
C)Fear of the unknown
D)Breaking routines
E)Incongruent organizational systems
4
Senior executives at a large retail organization want employees to become more customer-friendly. Employees think they are serving customers well enough and the company is the dominant player in the market. What should the executives do to create an urgency to change in this situation?
A)Stop trying to convince employees that they should change their behavior and use other strategies to gain market share.
B)Keep pushing employees to change even though they don't see the need to change and attempt to replace the existing change agent.
C)Introduce punishments for employees who do not become more customer-friendly.
D)Inform employees about the driving forces in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly.
E)Introduce a reward-punishment scheme to promote the change in the organization.
5
Which of the following change management strategies should be given a priority when employees need to break old routines and adopt new role patterns?
A)Coercion
B)Employee involvement
C)Learning
D)Stress management
E)Negotiation
6
_____ leaders are agents of change because they develop an appealing vision of the desired future state, communicate that vision in ways that are meaningful to others, make decisions and act in ways that are consistent with that vision, and build commitment to that vision.
A)Operational
B)Transformational
C)Charismatic
D)Collaborative
E)Transactional
7
Action research is:
A)the theoretical foundation for appreciative inquiry.
B)a form of team-building activity.
C)a highly participative process of planned change.
D)a social structure created alongside the formal organization for the purpose of refreezing the desired conditions.
E)a process with very high level of people orientation.
8
The _________ principle takes the position that conversations don’t describe reality; they shape that reality.
A)positive
B)constructionist
C)poetic
D)anticipatory
E)simultaneity
9
Which of the following organizational change activities adopts a “whole systems” perspective of the change process?
A)Large group interventions
B)Action research
C)Appreciative inquiry
D)Force field analysis
E)Parallel learning structures
10
Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures?
A)Lewin’s model is equally applicable in any cultural setting.
B)Lewin’s model, like the Western perspective on change, views change as linear.
C)Lewin’s model decreases the presence of ethical concerns often associated with change in other cultures.
D)Lewin’s model views change as a harmonious process revolving around an equilibrium.
E)Lewin’s model assumes that change is interconnected.





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