Practice questions on Brightspace!!
Slimstampen
Exam:
- 26 questions (2-8 points per question)
- 8 open-ended questions (with sub-questions)
o Mostly 1-3 sentences
- Questions are in order of the weeks
- Partial points as well, so if you rule out something, state that if you’re not sure
- Take the slides as key elements, the foundation/basis for the reading material
- Mini theories: be able to identify it in a case, be able to apply it to cases
1
,Lecture 1
Which perspective does this course take?
- Hierarchical order: societal -> organizational -> interpersonal -> individual
What is organizational change (management):
- Happens constantly, everyday-basis
- 2 distinctions:
o Planned vs. unplanned
E.g. we have a new payroll system at the end of the year
E.g. covid leads to everyone having to give lectures online, new
businesses emerged that are similar
o Revolutionary vs. evolutionary
E.g. whole new business model (lecture 2), rethink teaching way
because of covid, reactive because it is usually unexpected
E.g. how do we keep the change going (?), every day basis
- External forces
o Organizations need to survive, they’re playing ‘catch-up’
o Gradual continuous vs. discontinuous/sudden events
o Threat vs. opportunity (reframing)
o VUCA: volatility, uncertainty, complexity, ambiguity
o E.g.: AI, sustainability, politics, etc.
Article: managing risk in 21st century
Political risk: likelihood that any political action will significantly affect a company’s
operations or value
- War, shift of power, social unrest, laws, regulations, contracts, terrorism, cyber
threats
- May also stem from non-state actors; individuals with digital tools who can mobilize
public opinion globally
- Is not limited to unstable countries; it can emerge form emotional and identity-driven
reactions n democratic markets (identify company with political backlash)
- Technology and social media have collapsed the distance between private incidents
and global reputational fallout
Main message:
- The best companies ensure that risk is a concern for everyone, from the boardroom
to the sales floor
- While sources of risk have multiplied, effective management remains achievable
through disciplined practice
The (political) Risk Framework:
Step 1: Understand: What is my organization’s risk appetite?
- Is there a shared understanding of our risk appetite?
- How can we reduce blind spots?
Step 2: Analyse: How can we get good information about the risks we face?
2
, - How can we ensure rigorous analysis?
- How can we integrate risk analysis into business decisions?
Step 3: Mitigate: How can we reduce exposure to the risks we have identified?
- Do we have a good system and team in place for timely warning an action?
- How can we limit damage when something bad happens?
Step 4: Respond: Are we capitalizing on near misses?
- Are we reacting effectively to crises?
- Are we developing mechanisms for continuous learning?
The Wicked Problem: ‘the world’s most critical problems are complex, requiring leadership,
resources, and skills beyond the capacity of any single organizational
The Solution: high-impact coalitions are intended to solve problems that can’t be handles
without collaboration or alignment of multiple entities
- Voluntary, cross-sector partnerships united by a shared mission
- Voluntary, purpose-driven, and relationship-based
What could be some practical benefits of high impact coalitions for organizations?
- Retain your workforce
- Strategic
- Etc.
Benefits for organizations include:
- Enhanced stakeholder trust and stronger brand equity (buffer against reputational
crises)
- Accelerated innovation and organizational learning
- Broader relational capital and influence across sectors
- Strengthened resilience, coordinated skills, and adaptive capacity in fast-changing
environments
The make-up of a coalition:
- People with influence
- People most affected by the problem
- Reps from each community sector
- Different culture and ethnic groups
- Other section …???
ODC: important aspects to consider
- Organization’s external environment
- Organizational members need to see the need and be willing to embrace change
- Linear planning vs. nonlinear realization
- Resistance to change
- Change leaders
Do organizations need revolutionary change AND evolutionary change?
3
Slimstampen
Exam:
- 26 questions (2-8 points per question)
- 8 open-ended questions (with sub-questions)
o Mostly 1-3 sentences
- Questions are in order of the weeks
- Partial points as well, so if you rule out something, state that if you’re not sure
- Take the slides as key elements, the foundation/basis for the reading material
- Mini theories: be able to identify it in a case, be able to apply it to cases
1
,Lecture 1
Which perspective does this course take?
- Hierarchical order: societal -> organizational -> interpersonal -> individual
What is organizational change (management):
- Happens constantly, everyday-basis
- 2 distinctions:
o Planned vs. unplanned
E.g. we have a new payroll system at the end of the year
E.g. covid leads to everyone having to give lectures online, new
businesses emerged that are similar
o Revolutionary vs. evolutionary
E.g. whole new business model (lecture 2), rethink teaching way
because of covid, reactive because it is usually unexpected
E.g. how do we keep the change going (?), every day basis
- External forces
o Organizations need to survive, they’re playing ‘catch-up’
o Gradual continuous vs. discontinuous/sudden events
o Threat vs. opportunity (reframing)
o VUCA: volatility, uncertainty, complexity, ambiguity
o E.g.: AI, sustainability, politics, etc.
Article: managing risk in 21st century
Political risk: likelihood that any political action will significantly affect a company’s
operations or value
- War, shift of power, social unrest, laws, regulations, contracts, terrorism, cyber
threats
- May also stem from non-state actors; individuals with digital tools who can mobilize
public opinion globally
- Is not limited to unstable countries; it can emerge form emotional and identity-driven
reactions n democratic markets (identify company with political backlash)
- Technology and social media have collapsed the distance between private incidents
and global reputational fallout
Main message:
- The best companies ensure that risk is a concern for everyone, from the boardroom
to the sales floor
- While sources of risk have multiplied, effective management remains achievable
through disciplined practice
The (political) Risk Framework:
Step 1: Understand: What is my organization’s risk appetite?
- Is there a shared understanding of our risk appetite?
- How can we reduce blind spots?
Step 2: Analyse: How can we get good information about the risks we face?
2
, - How can we ensure rigorous analysis?
- How can we integrate risk analysis into business decisions?
Step 3: Mitigate: How can we reduce exposure to the risks we have identified?
- Do we have a good system and team in place for timely warning an action?
- How can we limit damage when something bad happens?
Step 4: Respond: Are we capitalizing on near misses?
- Are we reacting effectively to crises?
- Are we developing mechanisms for continuous learning?
The Wicked Problem: ‘the world’s most critical problems are complex, requiring leadership,
resources, and skills beyond the capacity of any single organizational
The Solution: high-impact coalitions are intended to solve problems that can’t be handles
without collaboration or alignment of multiple entities
- Voluntary, cross-sector partnerships united by a shared mission
- Voluntary, purpose-driven, and relationship-based
What could be some practical benefits of high impact coalitions for organizations?
- Retain your workforce
- Strategic
- Etc.
Benefits for organizations include:
- Enhanced stakeholder trust and stronger brand equity (buffer against reputational
crises)
- Accelerated innovation and organizational learning
- Broader relational capital and influence across sectors
- Strengthened resilience, coordinated skills, and adaptive capacity in fast-changing
environments
The make-up of a coalition:
- People with influence
- People most affected by the problem
- Reps from each community sector
- Different culture and ethnic groups
- Other section …???
ODC: important aspects to consider
- Organization’s external environment
- Organizational members need to see the need and be willing to embrace change
- Linear planning vs. nonlinear realization
- Resistance to change
- Change leaders
Do organizations need revolutionary change AND evolutionary change?
3
