WGU C208 Study Guide Questions
Exam GUARANTEE A+ 2025/2026
1.Q: What is the process by which an organization generates
new ideas and converts them into new products, business
practices, and strategies that create value?
A: Innovation
Rationale: Innovation is the practical application of creativity.
While creativity is about generating the idea, innovation is
the process of implementing that idea to create value for the
organization.
1. Q: What is the generation of new ideas by individuals and
teams?
A: Creativity
Rationale: Creativity is the foundational first step. It involves
the original formulation of ideas, which can later be
developed into innovations.
2. Q: What is the process by which one person influences the
thoughts, attitudes, and behaviors of others?
A: Leadership
Rationale: This definition highlights that leadership is about
influence, not just formal authority. Effective change
management requires strong leadership to guide people
through the transition.
,3. Q: What is the process of managing change in an
organization?
A: Change Management
Rationale: This is the overarching term for the structured
approach and set of tools used to manage the people-side of
change and ensure that changes are implemented
successfully.
4. Q: Which three individuals within an organization could play
the role of a change agent?
A: CEO, Consultant, Employee
Rationale: A change agent is anyone who initiates, sponsors,
or facilitates a change effort. This role can be filled by internal
leaders (CEO, employee) or external experts (consultant). It is
not limited to a specific job title.
5. Q: According to Kotter's 8-Step Process for Change, what is
the first step a change leader takes when implementing a
change?
A: Establishing a sense of urgency
Rationale: Kotter's model begins with creating a feeling of
urgency. Without a compelling reason to change, people will
likely remain complacent and the change initiative will fail to
gain momentum.
6. Q: A change process model with three stages: Ending, Losing,
and Letting Go; The Neutral Zone; and New Beginning.
A: Bridges' Transition Model
Rationale: William Bridges' model focuses on the
psychological transition people go through, rather than just
the external change itself. The stages describe the internal
process of letting go of the old, navigating the confusing
"neutral zone," and finally making a new beginning.
, 7. Q: A descriptive change model based on three steps:
"unfreezing," "changing," and "refreezing."
A: Lewin's Model of Change
Rationale: Kurt Lewin's classic model describes change as a
process of altering the status quo (unfreezing), implementing
the new state (changing), and then solidifying the new state
as the standard (refreezing).
8. Q: A 5-step process for managing change in individuals:
Awareness, Desire, Knowledge, Ability, Reinforcement.
A: Prosci's ADKAR Model
Rationale: ADKAR is an individual change management
model. It helps change leaders understand and address the
specific hurdles people face during change, from
understanding the need for change (Awareness) to making it
stick (Reinforcement).
9. Q: A change process model that explores how individuals
manage personal change, often based on the stages of grief.
A: Change Curve Model
Rationale: This model illustrates the emotional journey
people typically go through during change, moving from
shock and denial to eventual acceptance and commitment.
Organizational Culture & Strategy
11.Q: What is the definition of organizational culture?
A: The basic tacit assumptions about how the world is
and ought to be that a group of people share
Rationale: This definition gets to the heart of culture. It's not
just what people say or do; it's the deep-seated, often
, unspoken, beliefs and assumptions that guide their behavior
and perceptions.
12.Q: What is the study of how people, individuals, and groups
act in organizations and how organizations can be made
more effective?
A: Organizational Behavior
Rationale: Organizational Behavior (OB) is the academic
discipline that studies human behavior in organizational
settings. It provides the scientific basis for many change
management practices.
13.Q: According to the Organizational Culture Assessment
Model (OCAI), which culture is characterized by an internal
focus and a preference for stability and control, often with a
formal and structured work environment?
A: Hierarchy Culture
Rationale: The Competing Values Framework, which
underlies the OCAI, defines four culture types. The Hierarchy
culture is process-oriented, structured, and emphasizes
stability and control.
14.Q: According to the Organizational Culture Assessment
Model, which culture is focused externally and values
flexibility, with leaders who are visionary and entrepreneurial?
A: Adhocracy Culture
Rationale: An Adhocracy culture is dynamic and innovative.
It's focused on external positioning and creating new
products or services, requiring flexibility and a visionary
leadership style.
15.Q: An organizational culture model that reviews six cultural
elements: stories, rituals and routines, symbols,
organizational structure, control systems, and power
Exam GUARANTEE A+ 2025/2026
1.Q: What is the process by which an organization generates
new ideas and converts them into new products, business
practices, and strategies that create value?
A: Innovation
Rationale: Innovation is the practical application of creativity.
While creativity is about generating the idea, innovation is
the process of implementing that idea to create value for the
organization.
1. Q: What is the generation of new ideas by individuals and
teams?
A: Creativity
Rationale: Creativity is the foundational first step. It involves
the original formulation of ideas, which can later be
developed into innovations.
2. Q: What is the process by which one person influences the
thoughts, attitudes, and behaviors of others?
A: Leadership
Rationale: This definition highlights that leadership is about
influence, not just formal authority. Effective change
management requires strong leadership to guide people
through the transition.
,3. Q: What is the process of managing change in an
organization?
A: Change Management
Rationale: This is the overarching term for the structured
approach and set of tools used to manage the people-side of
change and ensure that changes are implemented
successfully.
4. Q: Which three individuals within an organization could play
the role of a change agent?
A: CEO, Consultant, Employee
Rationale: A change agent is anyone who initiates, sponsors,
or facilitates a change effort. This role can be filled by internal
leaders (CEO, employee) or external experts (consultant). It is
not limited to a specific job title.
5. Q: According to Kotter's 8-Step Process for Change, what is
the first step a change leader takes when implementing a
change?
A: Establishing a sense of urgency
Rationale: Kotter's model begins with creating a feeling of
urgency. Without a compelling reason to change, people will
likely remain complacent and the change initiative will fail to
gain momentum.
6. Q: A change process model with three stages: Ending, Losing,
and Letting Go; The Neutral Zone; and New Beginning.
A: Bridges' Transition Model
Rationale: William Bridges' model focuses on the
psychological transition people go through, rather than just
the external change itself. The stages describe the internal
process of letting go of the old, navigating the confusing
"neutral zone," and finally making a new beginning.
, 7. Q: A descriptive change model based on three steps:
"unfreezing," "changing," and "refreezing."
A: Lewin's Model of Change
Rationale: Kurt Lewin's classic model describes change as a
process of altering the status quo (unfreezing), implementing
the new state (changing), and then solidifying the new state
as the standard (refreezing).
8. Q: A 5-step process for managing change in individuals:
Awareness, Desire, Knowledge, Ability, Reinforcement.
A: Prosci's ADKAR Model
Rationale: ADKAR is an individual change management
model. It helps change leaders understand and address the
specific hurdles people face during change, from
understanding the need for change (Awareness) to making it
stick (Reinforcement).
9. Q: A change process model that explores how individuals
manage personal change, often based on the stages of grief.
A: Change Curve Model
Rationale: This model illustrates the emotional journey
people typically go through during change, moving from
shock and denial to eventual acceptance and commitment.
Organizational Culture & Strategy
11.Q: What is the definition of organizational culture?
A: The basic tacit assumptions about how the world is
and ought to be that a group of people share
Rationale: This definition gets to the heart of culture. It's not
just what people say or do; it's the deep-seated, often
, unspoken, beliefs and assumptions that guide their behavior
and perceptions.
12.Q: What is the study of how people, individuals, and groups
act in organizations and how organizations can be made
more effective?
A: Organizational Behavior
Rationale: Organizational Behavior (OB) is the academic
discipline that studies human behavior in organizational
settings. It provides the scientific basis for many change
management practices.
13.Q: According to the Organizational Culture Assessment
Model (OCAI), which culture is characterized by an internal
focus and a preference for stability and control, often with a
formal and structured work environment?
A: Hierarchy Culture
Rationale: The Competing Values Framework, which
underlies the OCAI, defines four culture types. The Hierarchy
culture is process-oriented, structured, and emphasizes
stability and control.
14.Q: According to the Organizational Culture Assessment
Model, which culture is focused externally and values
flexibility, with leaders who are visionary and entrepreneurial?
A: Adhocracy Culture
Rationale: An Adhocracy culture is dynamic and innovative.
It's focused on external positioning and creating new
products or services, requiring flexibility and a visionary
leadership style.
15.Q: An organizational culture model that reviews six cultural
elements: stories, rituals and routines, symbols,
organizational structure, control systems, and power
