Organizational Change An Action Oriented Toolkit 3rd Edition Tupper F. Cawsey, Gene Deszca, Cynthia A. Ingols - Solutions

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Which of these is not an aspect of knowledge flow for innovation?A. Knowledge brokers B. Communities of practice C. Gatekeepers D. Absorptive capacity E. Knowledge supermarkets
For successful innovation the ratio between “exploit” and “explore” search behavior should be 80%/20%.True False
Which of the following is not the result of knowledge push innovation?A. Polyethylene plastics B. Float glass manufacture C. ARM’s chipset for mobile phones D. Haagen-Dazs ice cream
Government regulation always stifles innovation.True False
“Recombinant innovation” is:A. A technique in genetic engineering B. A cross-functional team approach to new product development C. Applying innovation ideas from one sector in another
Which of the following did not emerge first as a user-led innovation?A. The pickup truck B. Linux software C. The iPhone D. The Internet
“Reverse innovation” refers to:A. A novel approach to project management B. The condition where innovations developed for a different market (for example, in low income emerging countries) migrate to an established market where its features are valued C. A creative thinking technique
Innovation at the base of the pyramid refers to:A. Construction innovation approaches to new structures B. Exploration of innovation opportunities for products/services in high volume but low income markets C. Segmentation of consumer product marketing innovation
Understanding user needs is only relevant as a source of innovation in consumer product markets.True False
“Need pull” only refers to innovations linked to commercial markets.True False
Which of these innovations is a typical example of “technology” or “knowledge” push? (Several choices may be correct.)A. The Walkman personal radio B. Radar C. The Pilkington float glass process D. Online banking E. YouTube and related video sharing Internet sites F. Car safety belts
Which of the following factors does NOT typically influence a firm’s capacity to benefit commercially from its technology?A. First to market B. Accumulated tacit knowledge C. Complementary assets D. Standards or strength of patent protection
A Blue Ocean strategy should focus on:A. Lower cost offerings than the competition B. Higher quality offerings than the competition C. Differentiating to avoid direct competition D. Better products than the competition
The sustainability and protection of resources depends upon:A. How vulnerable the resources are to imitation or substitution B. The price of the resources in the market C. How much formal intellectual property are, e.g. patents D. Investment in research and development and technology
Which of the following is NOT a positional capability?A. Supply and distribution networks B. Corporate and personal networks C. Employee know-how and skills D. Reputation of the company
Capabilities are central to developing an innovation strategy because they are:A. Assets owned and controlled by the company B. Firm-specific, and difficult to imitate C. Tangible, like buildings and stock D. Protected legal entities, like patents
Organizational culture is important for innovation, but the concept of organizational climate is preferable because:A. Culture is not shared.B. Culture can be directly observed.C. Climate is more important than culture for innovation.D. Climate is less difficult to measure and change.
Which of the following is NOT necessarily supportive of a creative culture and climate?A. Training and resources B. Trust and openness C. Challenge and Involvement D. Conflict and debate
Cross-functional teams have many advantages, but they are not suitable for all types of project.In which of the following cases are they most effective?A. To minimize the need for information processing B. To maximize resource use and efficiency C. For team building and reduced conflict D. For
Which of the following is NOT necessarily a feature of high-performing teams?A. Balance of team roles matched to individual behavioral style B. Conflict resolution mechanisms within the group C. Complete autonomy of decision-making D. Continuing liaison with the host organization
Which of the following characteristics of innovation leadership may have a negative influence on innovation?A. Possess high technical skills B. Leader–member exchange (LMX)C. Reward innovative behavior D. Provide feedback and evaluation
Which of the following statements would you expect to hear people saying in an organization that is well prepared to deal with discontinuous innovation? (Several choices may be correct.)A. We have alternative and parallel mechanisms for implementing and developing radical innovation projects that
The problem for the firms that found their marketplace disrupted in the computer disk drive industry wasn’t that they didn’t listen to customers but rather that they listened too well—to the wrong customers.True False
The use of tungsten filaments instead of carbon was a discontinuous innovation in the lighting industry.True False
The “fluid” pattern in Abernathy and Utterback's model is characterised by incremental product and process innovation.True False
Which of these innovations would not qualify as a dominant design?A. The two wheeled diamond frame bicycle B. Direct online insurance via the Internet C. he petrol driven internal combustion engine D. The 5 string bass guitar
A dominant design is one imposed by the largest firm in a sector on the rest of that industry.True False
The fluid phase of innovation is a common term used to describe catalytic cracking in the oil industry.True False
Which of the following would NOT qualify as a discontinuous innovation?A. Voice over Internet protocol (VOIP) telephony B. Gene therapies for cancer treatment C. Flat bed sleeping in business class airline cabins D. The Internet
Innovation success is directly linked to the size of investment in Research and Development(R&D).True False
Which of the following is NOT an example of product innovation?A. A new toothpaste B. A new car design C. A new version of the iPod D. Computer-control of manufacturing operations
Innovation can take many forms. Running a hospital booking system that reduces patient waiting time is an example of which kind of innovation?A. Product (or service) innovation—changes in what is offered to the world B. Petroleum innovation—amount spent monthly by a business on its fuel costs
Peer-to‐peer networking of the kind pioneered by Napster and now forming the basis of Internet file sharing is an example of radical innovation.True False
Which of the following is NOT a source of strategic advantage through innovation?A. Complexity—offering something that others find it difficult to master B. Legal protection of intellectual property—offering something that others cannot do unless they pay a license or other fee C. Scale of
Which of the following would you class as a radical innovation? (Several choices may be correct.)A. The fiber tip pen B. The electric light bulb C. The laser D. The photocopier E. Wide-bodied jet airliners
Which of the following are factors often associated with successful innovating organizations?(Several choices may be correct.)A. Large size B. Rich external linkages and networks C. Supportive organizational climate with structures and incentives for innovation D. Mechanisms for strategic selection
Innovation can only happen in the private sector because the public sector is not concerned with making profits or competition between firms.True False
Which of these would not normally be considered an incremental innovation?A. An electric car B. A low fat hamburger C. Faster train journeys through better signalling D. Chicken and onion flavor potato chips
Think of a change situation that you have been in and discuss the sensegiving and sensemaking processes that took place. How effective were they?
Disseminate the vision for the change and why it's needed through multiple communication channels. Mobilization Chapters 5 through 8 LO.1
Leverage change agent personality, knowledge, skills and abilities, and related assets (e.g., reputation and relationships) for the benefit of the change vision and its implementation (Chapter 8). Acceleration Chapter 9 LO.1
Manage the transition, celebrating small wins and the achievement of milestones along the larger, more difficult path of change. Institutionalization Chapter 10 LO.1
If the vision for change is achieved, how will it look from the perspective of the financial results achieved? LO.1
To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results? LO.1
To accomplish these customer outcomes and/or contributions directly to the financial outcomes through efficiencies, what changes must be tackled from an internal business process perspective? LO.1
Finally, to attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed with the internal processes and customers? LO.1
State the mission, vision, and strategy for the change. LO.1
Consider the mission, vision, and strategy of the organization:Is the proposed change consistent with these?If not, what needs to be done with the change or the existing mission, vision, and strategy to bring them into line? LO.1
Complete the financial component of the scorecard by answering the following questions:If you succeed with the change vision, how will it appear to the shareholders or those responsible for funding the change?How will you know (objectives and metrics)?Are some of these leading indicators while
Complete the customer component of the scorecard by answering the following questions:If you succeed with the change, how will it appear to your customers?How will you know (objectives and metrics)?Are there leading and lagging indicators here? LO.1
Complete the internal business processes component of the scorecard by answering the following questions:If you succeed with the change, how will it appear in your business processes?How will you know (objectives and metrics)?Are there leading and lagging indicators here? LO.1
Complete the learning and growth component of the scorecard by answering the following questions:If you succeed with the change, how will it appear to your employees and demonstrate itself in their actions?What about the information and organizational capital?How will you and they know (objectives
Seek feedback from trusted colleagues on the scorecard you’ve developed. Does it help them to understand the change initiative you have in mind, the key measures that will indicate progress, and what will need to be done to achieve the desired outcomes? LO.1
”Self-Managed Work Teams at South Australian Ambulance Service” is a case available on the book’s website that will help you think about the use of measurement to advance change initiatives. Ray Main is partway through a transformational change in this agency and is thinking about what he
What measures and control processes were employed in tracking and guiding the change initiative? Were they consistent with the vision and strategy of the change? Were they viewed as legitimate by those who would be using them? LO.1
How was the measurement information captured and fed back to those who needed to use it? Was it a user-friendly process, and did the information arrive in a useful and timely form? LO.1
Did the change managers consider how the measures might need to evolve over the life of the change initiative? How was this evolution managed? By whom? LO.1
Were steps taken to ensure that the measures used during the change would be put to proper use? Were there risks and potential consequences arising from their use that would need to be managed? LO.1
Were goals and milestones established to plot progress along the way and used to make midcourse corrections if needed? Were the smaller victories celebrated to reinforce the efforts of others when milestones were achieved? LO.1
What were the end-state measures that were developed for the change? Were they consistent with the vision and strategy? Were they viewed as legitimate by those who would be using them? LO.1
How was the end-state measurement information captured and fed back to those who would need to use it? Was it a userfriendly process? LO.1
Were steps taken to ensure that the measures would be put to proper use? Were there risks and potential consequences arising from their use that would need to be managed? LO.1
Describe the control processes and measures that were used with the change (i.e., the belief, interactive, boundary, and diagnostic controls). When and how were they used, and what was their impact?a. During the earlier stages of the change initiativeb. During the middle stages of the change
Were there forbidden topics in the organization, such as questions related to strategy or core values? Were those limits appropriate and did anyone test those limits by raising controversial questions or concerns? Were small successes celebrated along the way? LO.1
What changes could have been made with the control processes and measures that would have assisted in advancing the interests of the change? LO.1
State the mission, vision, and strategy for the change. LO.1
Consider the mission, vision, and strategy of the organization:Is the proposed change consistent with these?If not, what needs to be done with the change or the existing mission, vision, and strategy to bring them into line? LO.1
Financial component of scorecard: If you succeed with the change vision, how will it appear to the shareholders or those responsible for funding the change?How will you know (objectives and metrics)? Are some of these leading indicators while others are lagging indicators? LO.1
Customer component of scorecard: If you succeed with the change, how will it appear to your customers?How will you know (objectives and metrics)? Are there leading and lagging indicators here? LO.1
Internal business processes component of scorecard: If you succeed with the change, how will it appear in your business processes?How will you know (objectives and metrics)? Are there leading and lagging indicators here? LO.1
Learning and growth component of scorecard: If you succeed with the change, how will it appear to your employees and demonstrate itself in their actions?What about the information and organizational capital? How will you and they know (objectives and metrics)? Are there leading and lagging
Lay out the scorecard you’ve designed for your change and seek feedback. LO.1
Show how the different components are connected to each other by developing a strategy map for the change in the space below. LO.1
Does the organization have an appropriate level of risk taking given the nature of the business it is in? Does it play it too safe, about right, or does it take excessive risks? LO.1
Does the approach help you in thinking about risk and what factors may be contributing to the overall risk levels? LO.1
Do the findings help you to think about what can be done to make the levels of risk more manageable? LO.1
What score did the change project receive? Was it in the low-risk category (7 to 14), the worry zone (between 14 and 17), or the high-risk area (over 17)? LO.1
Do the findings help you to think about important sources of risk to the success of the project? LO.1
Do the findings help you to think about what can be done to make the levels of risk more manageable? LO.1
Disseminate the vision for the change and why it's needed through multiple communication channels. Mobilization Chapters 5 through 8 LO.1
Leverage change agent personality, knowledge, skills and abilities, and related assets (e.g., reputation and relationships) for the benefit of the change vision and its implementation (Chapter 8). Acceleration Chapter 9 LO.1
Manage the transition, celebrating small wins and the achievement of milestones along the larger, more difficult path of change Institutionalization Chapter 10 LO.1
Missing tools and equipment, including some big-ticket items, such as a $35,000 loader and a $25,000 compressor LO.1
Sales relationships not actively managed, clients not phoned in a timely manner, customer complaints not acted upon until threats were invoked LO.1
Logistics/scheduling, customer delivery and pickups, on-site servicing of equipment not handled well. Customers complained about downtime and their inability to predict when things would be done. LO.1
Lags between order fulfillment and client billing, slow payment of accounts payable LO.1
Poor relations with suppliers of parts and equipment, due in part to slow payment, disagreements over terms and conditions, and lack of supplier responsiveness to emergency requests LO.1
Finally, and importantly, there was the lingering question: What role would his cousin play after the company had been revitalized? LO.1
Gain perspective and insight by recognizing the dynamism and complexity of your organization. What connections exist between parts and how do they work? LO.1
Recognize that people’s perceptions are critical. The perception of benefits and costs determines a person’s reaction to a change proposal. LO.1
Understand that your perception is only one of many. Your view is neither right nor wrong. It is just your point of view of how things are. LO.1
Gather people as you go. There are multiple ways to achieve your change (even when you are starting as a recipient), but the ways that bring others with you are easier and more fun. And remember, people can’t rock the boat when they are busy rowing. LO.1
Pull people toward you with a powerful change vision. Push people through argument and rewards when you need to, but gain support through their hearts. LO.1
Get active in pursuit of your vision. If you do something, you will get responses, and you can learn from those. Not doing anything cuts you off from learning. LO.1
Have a plan oriented around your change vision. Having an explicit plan means your thinking can be discussed and challenged. Know that your plan won’t last and will require modification when you start implementing it, but it will certainly be useful in starting a discussion and gaining
Do things that are positive. Actions that suck energy from you and the system are difficult to sustain.Growing your energy as change agent is important. LO.1
To start meaningful change, you need only a few believers. To continue, you need to develop momentum until a critical mass of key participants is onside. Some will never join in, and that’s OK unless they attempt to sabotage or otherwise disrupt agreed-to initiatives. LO.1
There are many routes to your goal. Find the ones with the least resistance that still allow you to proceed with integrity. LO.1
The development of a sequence of action steps and the arrangement of them into a critical path with a clearly defined end goal, intermediate targets, and specific first step. LO.1
The consideration of contingencies—what might go wrong? How will these things be handled? LO.1

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Organizational Change An Action Oriented Toolkit 3rd Edition Tupper F. Cawsey, Gene Deszca, Cynthia A. Ingols - Solutions

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