HCI3 Exam 1 - Change Identification

change

transition from the current state to a desired future state by effectively planning, identifying risks, enabling and leading teams, measuring performance, and supporting continuous improvement

knowledge, organization, process, and environmental

the four types of capabilities required to change from current state to future state

sigmoid curve

describes the life cycle of organizations, products, processes, and individual persons or careers

faster

'new' products, processes, initiatives, and organizations rise and decay at a _______ (slower/faster) rate

shock, denial, anger/blame, bargaining/self-blame, depression/confusion, acceptance, and problem-solving

list the 7 stages of the human response to change

denial

early stage in human response to change in which energy and performance are the highest

depression

later stage in human response to change in which energy and performance are the lowest

change

the actual events, activities, and steps that can be put into a diary or project plan

transition

the human, psychological process of letting go of one pattern and engaging with a new one

neutral zone

describes the in-between time when the old is gone and the new isn't fully operational

physiological, safety, love, esteem, and self-actualization

list the hierarchy of needs from the most basic to the tip of the pyramid

basal ganglia

responsible for much of everyday life and requires little energy to operate

prefrontal cortex

used to process new information, very energy intensive and used more in a change situation

amygdala

operates the fight, flight, or freeze response and disables emotional and rational thought

define situation, create vision of desired end-state, and identify forces that help drive and resist change

Lewin's unfreeze step includes these 3 actions

organizational culture

established system of accepted behaviors, values, beliefs, and assumptions that is widely shared within the organization, and which as a result no one notices; 'the way things are down around here'

one (surface)

level ____ of organizational culture includes visible artifacts and products like office layout and furnishings

two (deeper)

level _____ of organizational culture includes norms and values that are most often noticed when violated

three (deepest)

level _____ of organizational culture includes basic assumptions and not often articulated but underpin many of the norms and values of some societies

strategy

what an organization is going to do in the future that responds to the changing environment in which it needs to develop and prosper

true

T/F: the primary purpose of a strategy is to show how an organization intends to develop given its operational environment

concepts, processes, and outputs

the three components of an effective strategy

concept

answers the question 'What is our strategy?'

process

the thought process required to answer the question 'What is our strategy?'

output

because a particular statement of the strategy is only true at a certain point in time

far environment

industry structure, big external drivers (PESTLE) and trends, potential for disruption, and addresses the question 'What business are we in?'

near environment

concerns competitor organizations, nature of the value proposition to customers, business model, and addresses the question 'How do we compete?'

political, economic, social, technology, legal, and environment

define PESTLE when referring to external drivers in the far environment

largest business and exploiting economies of scale

in the near environment, how does a company achieve overall cost leadership?

differentiation

in the near environment when a company offers a product that is entirely unique and has no competitors

focus

in the near environment, achieved by establishing an advantageous access to a specific customer segment, geography, or product application

where are we now? where do we want to go? how do we get there?

three basic questions of all change analysis

five forces mode, SWOT analysis, and Lewin's forcefield analysis

3 tools for examining the present situation - where are we now?

threat of new entrants/substitutes, bargaining power of new buyers/suppliers, and rivalry amongst competitors

Porter's five forces to examine present situation - where are we now?

SWOT analysis

used to compare a business model against a competitors with strengths, weaknesses, opportunities, and threats

external

in a SWOT analysis, opportunities and threats and viewed as ______ (internal/external)

fishbone diagram

give another name for Ishikawa's cause and effect diagrams developed in the 1960s to support quality control

influential observers

in a power matrix, which of the following would you want to keep satisfied:

spectators (low power low interest), active players (low power high interest), influential observers (high power low interest), and key players (high power high interest)

confirmation bias

tendency for people to pay attention only to information that confirms their beliefs and ignore evidence that indicates otherwise

status quo bias

preference for people to keep things the way they are and avoid change

availability bias

tendency to perceive more memorable or easily available information as the most significant

bandwagon effect

more people come to believe something, the more others want to join in and believe it too

build awareness of need, achieve shared understanding of requirements among stakeholders, and gain people's commitment to engagement

a thorough approach to communicating change involves:

awareness, desire, knowledge, action, and reinforcement

the five measures of engagement

stakeholders, communications, developing skills, building support, resistance, feedback, and measurement

developing a change management plan requires __________ (7)

concrete experience, reflective observation, abstract conceptualization, and practical experimentation

the "learning loop" involves ______ (4)

activitist

someone with a preference for concrete experience is described as a ______

reflector

someone with a preference for reflective observation is described as a ________

theorist

someone with a preference for abstract conceptualization is described as a _______

pragmatist

someone with a preference for practical experimentation

self-awareness

ability to recognize and understand your moods, emotions, drives, and their effects on others

self-regulation

ability to control or redirect disruptive impulses and moods/propensity to suspend judgment; think before acting

motivation

passion to work for reasons that go beyond money or status/propensity to pursue goals with energy and persistence

empathy

ability to understand emotional make-up of other people/skills in treating people according to their emotional reactions

social skill

proficiency in managing relationships and building networks/an ability to find common ground and build rapport

resilience

practicing an ability to think positively, maintaining perspective, developing supportive relationships, ability to cope, and adapt when things don't go as planned

coercive

'do what i say' leadership approach

authoritative

'come with me' leadership approach

affiliative

'people come first' leadership attitude approach

democratic

leadership approach that gives people a voice in decisions and builds organizational flexibility and idea generation; can feel 'leaderless'

pacesetting

leadership style that sets high performance standards

coaching

leadership approach that focuses on personal development rather than immediate work-related tasks

character, relationships, agreements, systems, and processes

components of successful and competent negotiating

preparation, exchange information, bargaining, and closure

phases of negotiation

bargaining

phase of negotiation where risk of failure/unsuccessfulness is highest

separate people from the problem, focus on interests not opinions, mutual options for mutual gain, and insisting on objective criteria

conducting negotiations requires these four approaches

true

T/F: conflict can deliver positive outcomes