A) True or False: Brookes Law and research on multitasking shows that most people can multitask and it improves productivity and efficiency.

Brookes law and research on multitasking shows that for most people switching between multiple tasks tends to disrupt thinking, delay getting back on task, and therefore interferes with productivity and inefficiency. B) True or False: Among adopter segments, the group that is most involved with early experimentation, taking risks, and innovating is the early majority.

The early majority tends to be more delayed in the innovation adoption process and is a follower of leadership on such change. The innovators are the more experimental and pioneering.

C) True or False: During innovation, having a critic who can find potential problems with an innovation is a good idea and important role.

Of the four important innovator roles, the critic is important in finding errors or overlooked problems with a plan.

D) True or False: During innovations and organizational changes, it is accurate to say that things tend to get worse before they get better.

If a change in how things are done is thorough, people must learn new skills that results in temporary performance drop. This drop is actually an indication that the change is taking hold rather than something is going wrong.

E) True or False: When faced with forces for an against change, it tends to be more effective to reduce the barriers to change rather than trying to increase motivation to change.

The common effort during resistance to change is to try to increase motivation or forces for change. This commonly results in resistances and barriers also increasing. It is more strategic and may bypass this gridlock by emphasizing reduction of barriers as a beginning.

F) True or False: The frontline and technical level in organizations have the highest use of conceptual and organizing skills.

Front line workers focus more on technical skills rather than higher level conceptual skills such as strategy. While workers also engage in planning, organizing, and controlling, they tend to do less than top level managers.