$24$ Which is not a lean principle?

A$.$ Precisely specify value for each product or product family

B$.$ Identify value streams for each product to expose waste

C$.$ Make value flow without interruption

D$.$ Let customers push value from the producer

is a unilateral process in which one group willingly adopts the identity and

culture of the other.

A$.$ Integration

B$.$ Separation

C$.$ Deculturation

D$.$ Assimilation

Ettorre's life cycle theory of management fads suggests that the adoption of an intervention

follows five stages:

$(1)$ discovery: intervention begins to come to people's attention

$(2)$ wild acceptance: uncritical adoption

$(3)$ digestion: critics begin to suggest that it is not a panacea

$(4)$ disillusionment: recognition of problems associated with the intervention

$(5)$ hardcore: only a minority continue with the intervention.

A$.$ True

B$.$ False

Which is not a factor in the $3-$d model to aid in selecting interventions? $($Hint: Chapter $24)$

A$.$ Diagnosed issue

B$.$ Level of change target

C$.$ Depth of intervention

D$.$ Cost

There is a real danger that change agents underuse many traditional well$-$tried interventions in

favor of those that are new and fashionable.

A$.$ True

B$.$ False

Implementation is always a one$-$off activity

A$.$ True

B$.$ False

This chapter focuses attention on how the process of reviewing progress can provide change

managers with feedback they can use to assess whether interventions are being implemented as

intended, whether the chosen interventions are having the desired effect, and whether the change

plan continues to be valid.

A$.$ Chapter $20$

B$.$ Chapter $26$

C$.$ Chapter $27$

D$.$ Chapter $28$

Research on what is referred to here as stickability indicates that while many change initiatives

are successful, there is considerable variation in the level of sustainability achieved.

A$.$ True

B$.$ False Many of the factors that promote stickability also support spread. The manner in which a

change is spread can influence the degree to which it will be sustained. When changes are rolled

out hastily, without much consultation, with few incentives and inadequate training, they may

quickly decay. Similarly, changes that do not have support and are not sustained are unlikely to

spread elsewhere.

A$.$ True

B$.$ False

Which is not a factor that can affect spread:

A$.$ Attributes of the innovation

B$.$ Context $-$ reflected by the organisation's climate for implementation

C$.$ The values of potential users, and their perception of the extent to which the innovation will

foster or inhibit the fulfilment of their values.

D$.$ All of the above, A$,$ B$,$ and C are all factors that affect spread

Questions $34-38$ are based on PPTs OCM $1-3,$ How to Change by Katy Milkman

Why is it that these tools and techniques designed to spur change so often fail?

One answer is that change is hard. But a more useful answer is that you haven't found the right

strategy. You'll get further faster if you

your strategy: isolate the weakness

preventing progress, and then pounce.

A$.$ customize

B$.$ generalize

C$.$ popularize

D$.$ verbalize

What is a good strategy for solving the problem of impulsivity?

A$.$ present bias

B$.$ temptation bundling

C$.$ fresh start

D$.$ implementation intention

Whenever you do something that reduces your own freedoms in the service of a greater goal.

A$.$ forgetfulness

B$.$ planning prompt

C$.$ formal checklist

D$.$ commitment device

Laziness can be an asset. And not just when it comes to efficiency.

When laziness is appropriately harnessed, it can actually help facilitate change.

Laziness is the path of least resistance, so it conserves energy. It's a shortcut. Habits also

conserve energy.

A$.$ True

B$.$ False

She watched peers who had managed to achieve a goal she wanted to achieve and then

deliberately imitated their methods.

A$.$ Copy and paste

B$.$ Social accountability

C$.$ Crooning

D$.$ False consensus effect Questions $39-40$ are based on the article, Leading Change: Why Transformation Efforts Fail by

John Kotter.

Which is not a reason why change efforts fail?

A$.$ Not establishing a great enough sense of urgency

B$.$ Lacking a vision

C$.$ Not anchoring changes in the corporation's culture

D$.$ Planning for and creating short term wins

Which statement is false?

A$.$ The most general lesson to be learned from the more successful cases is that the change

process goes through a series of phases that, in total, usually require a considerable length of

time.

B$.$ A second very general lesson is that critical mistakes in any of the phases can have a

devastating impact, slowing momentum and negating hard$-$won gains.

C$.$ Compared with other steps in the change process, phase one can sound easy. It is not. Well

over $50\%$ of the companies I have watched fail in this first phase.

D$.$ A useful rule of thumb: you need at least thirty minutes to communicate the vision. It should be

complex.