E.5 Different Types of Org. Interventions Used to Enhance Org. Effectiveness, Well-Being, and Productivity (3)

Which of the following describes technical resistance to change?
A. Arises from concerns about traditions and shared assumptions
B. Stems from issues related to operational or practical aspects of the change
C. Occurs when stakeholders fear losing influence or resources
D. Emerges from miscommunication between departments

B. Stems from issues related to operational or practical aspects of the change

A manager notices employees resisting a new system because they fear losing decision-making power. What type of resistance is this?
A. Cultural
B. Political
C. Technical
D. Informational

B. Political

Creating readiness for change means:
A. Minimizing resistance completely
B. Encouraging stakeholders to build political coalitions
C. Making people dissatisfied with the status quo to feel a need for change
D. Implementing activity planning and milestones

C. Making people dissatisfied with the status quo to feel a need for change

Which of the following is a key strategy for overcoming resistance to change?
A. Isolation and strict enforcement
B. Empathy and support
C. Avoidance of feedback
D. Removal of traditions

B. Empathy and support

Cultural resistance arises primarily because of:
A. Misunderstanding instructions
B. Deeply ingrained norms, beliefs, and traditions
C. Lack of technical expertise
D. Limited stakeholder influence

B. Deeply ingrained norms, beliefs, and traditions

A change agent creates small milestones and assigns responsibilities to ensure progress. This best reflects:
A. Activity planning
B. Commitment planning
C. Change-management structures
D. Vision creation

A. Activity planning

Which strategy ensures employees feel their voices are valued during organizational change?
A. Participation involvement
B. Political manipulation
C. Forced compliance
D. Avoiding transparency

A. Participation involvement

Developing political support mainly requires:
A. Avoiding conflicts between departments
B. Assessing power, identifying stakeholders, and influencing them
C. Ensuring technical readiness
D. Implementing trial-and-error learning

B. Assessing power, identifying stakeholders, and influencing them

Which best defines commitment planning?
A. Assigning resources to technical upgrades
B. Designing timelines for project activities
C. Identifying stakeholders and gaining their buy-in and support
D. Training employees on technical tools

C. Identifying stakeholders and gaining their buy-in and support

“Ensuring employees develop the necessary skills and behaviors for a new system” refers to:
A. Political support
B. Managing learning process
C. Sustaining momentum
D. Activity planning

B. Managing learning process

Sustaining momentum in change management involves:
A. Relying solely on technical solutions
B. Building support systems, reinforcing behaviors, and developing new skills
C. Ending support after implementation
D. Avoiding political involvement

B. Building support systems, reinforcing behaviors, and developing new skills

The primary purpose of creating a vision during organizational change is to:
A. Remove political resistance
B. Provide valued direction for designing and implementing changes
C. Establish strict compliance measures
D. Increase organizational hierarchy

B. Provide valued direction for designing and implementing changes

Volatility in the VUCA framework refers to:
A. Multiple interconnected factors
B. Speed, magnitude, and unpredictability of change
C. Contradictory information
D. Lack of clear procedures

B. Speed, magnitude, and unpredictability of change

The best response to volatility is to build:
A. Vision
B. Understanding
C. Clarity
D. Agility

A. Vision

Which VUCA element involves contradictory or unclear information?
A. Complexity
B. Volatility
C. Ambiguity
D. Uncertainty

C. Ambiguity

The best organizational response to ambiguity is:
A. Vision
B. Understanding
C. Agility
D. Clarity

C. Agility

An organization faces many interconnected factors affecting decisions. Which VUCA element applies?
A. Ambiguity
B. Volatility
C. Complexity
D. Uncertainty

C. Complexity

The best response to complexity is to provide:
A. Vision
B. Agility
C. Clarity
D. Understanding

C. Clarity

When future outcomes are unpredictable and unclear, this is:
A. Complexity
B. Volatility
C. Ambiguity
D. Uncertainty

D. Uncertainty

The best response to uncertainty is:
A. Understanding
B. Agility
C. Vision
D. Clarity

A. Understanding

High variability in work tasks means:
A. Problems occur the same way each time
B. Work processes are routine and standardized
C. Tasks are inconsistent, with frequent exceptions and changing demands
D. Solutions are formula-based and predictable

C. Tasks are inconsistent, with frequent exceptions and changing demands

Low analyzability in work tasks means:
A. Clear procedures and formulas exist
B. Tasks rely on intuition, judgment, and trial-and-error
C. Problems are repetitive and predictable
D. Processes are fully automated

B. Tasks rely on intuition, judgment, and trial-and-error

Which of the following is not a feature of high variability tasks?
A. Standardization of solutions
B. Frequent exceptions
C. Diverse inputs
D. Changing demands

A. Standardization of solutions

Ambiguous problems with no clear cause-and-effect relationship fall under:
A. Low analyzability
B. High variability
C. Political resistance
D. Activity planning

A. Low analyzability

Which is an appropriate response to ambiguous, trial-and-error problems?
A. Strict reliance on formulas
B. Using intuition and experience
C. Avoiding employee involvement
D. Reducing variability

B. Using intuition and experience

Which level of Kirkpatrick’s model measures learner satisfaction and engagement?
A. Reaction
B. Learning
C. Behavior
D. Results

A. Reaction

A post-training survey that asks, “Was the training relevant to your job?” measures which level?
A. Reaction
B. Learning
C. Behavior
D. Results

A. Reaction

Which level of Kirkpatrick’s model focuses on knowledge and skill acquisition?
A. Reaction
B. Results
C. Behavior
D. Learning

D. Learning

A pre-test and post-test comparison in training best measures:
A. Reaction
B. Learning
C. Results
D. Commitment

B. Learning

Behavior level evaluation checks whether:
A. Employees enjoyed the training
B. Employees apply training knowledge on the job
C. Training improved financial KPIs directly
D. Training materials were engaging

B. Employees apply training knowledge on the job

Required drivers in behavior evaluation refer to:
A. Systems that reinforce and reward critical job behaviors
B. Trainers who deliver content effectively
C. Stakeholders who resist cultural changes
D. External consultants who plan milestones

A. Systems that reinforce and reward critical job behaviors

A company measures sales growth after training. This reflects which Kirkpatrick level?
A. Reaction
B. Results
C. Behavior
D. Learning

B. Results

KPIs such as fewer workplace accidents and higher sales volume relate to which level?
A. Results
B. Reaction
C. Behavior
D. Learning

A. Results

If employees learned well but processes prevent them from applying it, which level is affected?
A. Reaction
B. Learning
C. Behavior
D. Results

C. Behavior

Training effectiveness in terms of ROI (Return on Investment) is usually measured under:
A. Learning
B. Reaction
C. Results
D. Behavior

C. Results

A supervisor notices employees ignoring new policies because “we’ve always done it this way.” This is an example of:
A. Technical resistance
B. Political resistance
C. Cultural resistance
D. Behavioral resistance

C. Cultural resistance

Which of the following is the first step in motivating change?
A. Building political support
B. Creating readiness for change
C. Managing transition structures
D. Sustaining momentum

B. Creating readiness for change

A manager holds workshops where employees can express their concerns and contribute ideas about a new system. Which resistance strategy is used?
A. Participation involvement
B. Avoidance
C. Empathy only
D. Manipulation

A. Participation involvement

An organization is planning to roll out a new HR system. To ensure smooth adoption, the HR director lists stakeholders, their influence, and strategies to gain support. This is:
A. Change-management structures
B. Commitment planning
C. Political support development
D. Sustaining momentum

C. Political support development

Which intervention builds trust and reduces defensive reactions by showing care for employee concerns?
A. Communication
B. Empathy and support
C. Vision creation
D. Agility

B. Empathy and support

A company assigns a formal change-management team to oversee a transformation initiative. This represents:
A. Vision creation
B. Change-management structures
C. Activity planning
D. Empathy

B. Change-management structures

A project leader sets milestones and deliverables for a two-year transformation project. Which process is this?
A. Commitment planning
B. Activity planning
C. Sustaining momentum
D. Managing learning process

B. Activity planning

Employees receive training on new software, but supervisors fail to encourage its use. Which Kirkpatrick level is likely to fail?
A. Reaction
B. Learning
C. Behavior
D. Results

C. Behavior

A company wants to measure if training resulted in fewer customer complaints. Which evaluation level should they use?
A. Reaction
B. Learning
C. Results
D. Behavior

C. Results

An organization faces rapid market shifts and unpredictable changes. Which VUCA dimension does this describe?
A. Complexity
B. Ambiguity
C. Uncertainty
D. Volatility

D. Volatility

When leaders provide clear direction in a volatile environment, they are applying:
A. Understanding
B. Vision
C. Clarity
D. Agility

B. Vision

An HR director emphasizes simplifying processes and identifying key leverage points to deal with interconnected factors. This reflects:
A. Clarity in response to complexity
B. Understanding in response to uncertainty
C. Agility in response to ambiguity
D. Vision in response to volatility

A. Clarity in response to complexity

A manager invests time in listening deeply, gathering data, and empathizing with employees to deal with unpredictability. This demonstrates:
A. Agility
B. Clarity
C. Understanding
D. Vision

C. Understanding

A company allows teams to experiment, adapt, and pivot when strategies don’t work. Which VUCA response is this?
A. Vision
B. Understanding
C. Clarity
D. Agility

D. Agility

Which is most likely to describe high-variability tasks?
A. Data entry work with standardized rules
B. Aircraft maintenance with frequent exceptions and diverse issues
C. Payroll computation with automated formulas
D. Repetitive assembly-line production

B. Aircraft maintenance with frequent exceptions and diverse issues

Low analyzability work requires employees to rely on:
A. Standard operating procedures
B. Automation and algorithms
C. Intuition, judgment, and experience
D. Clear formulas and steps

C. Intuition, judgment, and experience

A call center script ensures every agent follows the same response to complaints. This is an example of:
A. High variability
B. Low analyzability
C. Low variability and high analyzability
D. Cultural resistance

C. Low variability and high analyzability

A hospital faces unique patient cases daily with no clear standard solutions. Which combination applies?
A. High variability and high analyzability
B. High variability and low analyzability
C. Low variability and high analyzability
D. Low variability and low analyzability

B. High variability and low analyzability

Which level of Kirkpatrick’s model best measures whether employees enjoyed the training?
A. Behavior
B. Reaction
C. Results
D. Learning

B. Reaction

Which would be the most reliable way to evaluate learning in a training program?
A. Employee mood surveys
B. Observation of post-training application
C. Comparing pre-test and post-test scores
D. Monitoring sales performance after 6 months

C. Comparing pre-test and post-test scores

Which statement best fits Level 4 (Results) evaluation?
A. “Did you find this training useful?”
B. “Have workplace accidents decreased since the training?”
C. “Do you now understand the new safety procedures?”
D. “Are employees practicing safety measures daily?”

B. “Have workplace accidents decreased since the training?”

Which is an example of sustaining momentum in change?
A. Ignoring employees after implementation
B. Recognizing and rewarding employees who embrace new behaviors
C. Avoiding political support
D. Eliminating training follow-ups

B. Recognizing and rewarding employees who embrace new behaviors

During an ERP implementation, the company provides ongoing coaching for employees adapting to new processes. This is an example of:
A. Sustaining momentum
B. Overcoming political resistance
C. Vision creation
D. Activity planning

A. Sustaining momentum

Which type of resistance is most likely if employees worry about losing budget allocations after change?
A. Cultural
B. Technical
C. Political
D. Ambiguity-based

C. Political

An employee complains that the new software is too complex and disrupts workflows. This reflects:
A. Cultural resistance
B. Political resistance
C. Technical resistance
D. Low analyzability

C. Technical resistance

Which of the following demonstrates cultural resistance?
A. Refusing new tasks due to lack of training
B. Rejecting change because “this is not how we do things here”
C. Worrying about power shifts in leadership
D. Complaining about software inefficiency

B. Rejecting change because “this is not how we do things here”

Which is an effective way to reduce technical resistance?
A. Provide empathy sessions
B. Offer training and operational support
C. Engage in political coalition-building
D. Adjust organizational values

B. Offer training and operational support

A leader emphasizes long-term vision and purpose during turbulent times. This directly addresses:
A. Ambiguity
B. Volatility
C. Complexity
D. Uncertainty

B. Volatility

Which is an appropriate metric at the learning level of training evaluation?
A. Number of employees who passed certification tests
B. Number of new customers gained after training
C. Employee perception of trainer effectiveness
D. Employee retention rates

A. Number of employees who passed certification tests

Which level of Kirkpatrick evaluation is most affected by organizational culture?
A. Reaction
B. Learning
C. Behavior
D. Results

C. Behavior

An organization tracks whether its customer satisfaction score improved after training. This relates to:
A. Learning
B. Results
C. Reaction
D. Behavior

B. Results

Which statement best illustrates a commitment planning activity?
A. “We need to design a detailed project timeline.”
B. “We should identify champions who will influence others to support the change.”
C. “We must simplify processes to avoid confusion.”
D. “We should provide ongoing coaching after rollout.”

B. “We should identify champions who will influence others to support the change.”

Which describes managing the learning process during change?
A. Creating detailed timelines
B. Developing training to ensure employees have new skills and knowledge
C. Setting clear visions for direction
D. Identifying stakeholders and mapping influence

B. Developing training to ensure employees have new skills and knowledge

After a training program, managers monitor whether critical job behaviors are reinforced through reward systems. This best reflects:
A. Results
B. Reaction
C. Behavior
D. Learning

C. Behavior

The ultimate goal of Kirkpatrick’s evaluation model is to measure:
A. Employee perceptions
B. Knowledge gained
C. Job behavior changes
D. Organizational performance outcomes

D. Organizational performance outcome