WGU c208 Final OA Study UPDATED ACTUAL Questions and CORRECT
Answers
1. Which three individuals within an organization ceo
could play the role of change agent consultant
employee
2. Which of the eight steps described by Kotter Establishing a sense of urgency
is the first step a change leader takes when
implementing a change
3. Place the stages of Everett Roger's Diffusion knowledge
of Innovation model in order from 1 (earliest persuasion
stage) to 5 (latest stage) decision
implementation
confirmation
4. The head of human resources of a large com- Descriptive
pany is considering changes to the employee
benefits program but is unsure how the em-
ployees will respond to these changes
Which type of change model should this per-
son employ?
5. Which two statements characterize low end it is an innovation that is good
disruption enough
it evolves over time into a product
with more features
6. Which approaches would be appropriate for Communicating change initiatives
communicating change initiatives? through email
Choose 2 answers Explaining why the change is needed
7. What is essential for a leader to communicate a consistent vision of the end result of
when undertaking organizational change? the change
,8. how should training be viewed during organi- as a worthwhile investment in a suc-
zational change cessful transition
9. How can a leader connect with employees to offering positive feedback
help sustain organizational change?
10. Which approach is proven and effective in us- Directing leaders to focus on prof-
ing reinforcements to sustain change? it-driven goals, market share, and
employee satisfaction
11. What is a common cause for the failure of or- unclear goals
ganizational change
12. Which role does creative tension play in orga- It drives people to bring reality in line
nizational change according to Peter Senge? with their vision
13. which emotion is prevalent among almost all anger
employees during the process of organization-
al change?
14. which practice can lead to unconscious resis- tiring staff with unrelated demands
tance to attempts at organizational change?
15. how can leaders effectively address resistance by being consistent, open, and em-
to change through communications pathetic
16. How do mental model impact individuals' re- Mental models can become barriers
sponses to organizational change according to that prevent stakeholders' from per-
Black and Gregersen? ceiving the need for change
17. Which scenario is an example of on e of A CEO champions a change process
Black and Gregersen's strategies for overcom- by both accepting responsibility
ing barriers to change and providing clear metrics for the
change initiatives
, 18. How should leaders view difficult questions as indications that the leadership
and serious concerns from employees about team has failed to plan appropriately
change initiatives
19. How is responding to change resistance in the many employees are strongly com-
non-profit sector different from in the the pri- mitted to organizations mission.
vate sector?
20. case study: hire and outside consulting firm to
How could the management team at the phar- help lead the change initiative
maceutical company better implement the
change
21. What are the most essential skills required by directive and decisive guidance
the leader of an organization experiencing rev-
olutionary change?
22. what is most important when leading an orga- cooperation
nization through disruptive change
23. which question must be asking in forming a what if
contingency plan for a change initiative?
24. The CEO of a leading automobile manu- Hire an outside market research com-
facturing company is concerned about the pany to study future trends and how
long-range prospects of oil scarcity and its im- they may impact business
pact on the company. hold a brainstorming session with the
Which two change management strategies executive management team to as-
would be appropriate to address the CEO's sess the risk or opportunity of alter-
concerns native fuel technologies
25. What is the most basic role of a leader in pro- modeling change from the top of the
moting organizational change organization
Answers
1. Which three individuals within an organization ceo
could play the role of change agent consultant
employee
2. Which of the eight steps described by Kotter Establishing a sense of urgency
is the first step a change leader takes when
implementing a change
3. Place the stages of Everett Roger's Diffusion knowledge
of Innovation model in order from 1 (earliest persuasion
stage) to 5 (latest stage) decision
implementation
confirmation
4. The head of human resources of a large com- Descriptive
pany is considering changes to the employee
benefits program but is unsure how the em-
ployees will respond to these changes
Which type of change model should this per-
son employ?
5. Which two statements characterize low end it is an innovation that is good
disruption enough
it evolves over time into a product
with more features
6. Which approaches would be appropriate for Communicating change initiatives
communicating change initiatives? through email
Choose 2 answers Explaining why the change is needed
7. What is essential for a leader to communicate a consistent vision of the end result of
when undertaking organizational change? the change
,8. how should training be viewed during organi- as a worthwhile investment in a suc-
zational change cessful transition
9. How can a leader connect with employees to offering positive feedback
help sustain organizational change?
10. Which approach is proven and effective in us- Directing leaders to focus on prof-
ing reinforcements to sustain change? it-driven goals, market share, and
employee satisfaction
11. What is a common cause for the failure of or- unclear goals
ganizational change
12. Which role does creative tension play in orga- It drives people to bring reality in line
nizational change according to Peter Senge? with their vision
13. which emotion is prevalent among almost all anger
employees during the process of organization-
al change?
14. which practice can lead to unconscious resis- tiring staff with unrelated demands
tance to attempts at organizational change?
15. how can leaders effectively address resistance by being consistent, open, and em-
to change through communications pathetic
16. How do mental model impact individuals' re- Mental models can become barriers
sponses to organizational change according to that prevent stakeholders' from per-
Black and Gregersen? ceiving the need for change
17. Which scenario is an example of on e of A CEO champions a change process
Black and Gregersen's strategies for overcom- by both accepting responsibility
ing barriers to change and providing clear metrics for the
change initiatives
, 18. How should leaders view difficult questions as indications that the leadership
and serious concerns from employees about team has failed to plan appropriately
change initiatives
19. How is responding to change resistance in the many employees are strongly com-
non-profit sector different from in the the pri- mitted to organizations mission.
vate sector?
20. case study: hire and outside consulting firm to
How could the management team at the phar- help lead the change initiative
maceutical company better implement the
change
21. What are the most essential skills required by directive and decisive guidance
the leader of an organization experiencing rev-
olutionary change?
22. what is most important when leading an orga- cooperation
nization through disruptive change
23. which question must be asking in forming a what if
contingency plan for a change initiative?
24. The CEO of a leading automobile manu- Hire an outside market research com-
facturing company is concerned about the pany to study future trends and how
long-range prospects of oil scarcity and its im- they may impact business
pact on the company. hold a brainstorming session with the
Which two change management strategies executive management team to as-
would be appropriate to address the CEO's sess the risk or opportunity of alter-
concerns native fuel technologies
25. What is the most basic role of a leader in pro- modeling change from the top of the
moting organizational change organization
