SOLVED

41) Stabilizing a change intervention by balancing driving and restraining forces is termed a. unfreezing. b. status quo. c. refreezing. d. consolidation. e. sustainability. 42) To direct behaviour away from the status quo, one can increase the use of a. restraining forces. b. refreezing. c. driving forces. d. consolidation. e. resistance. 43) Kurt Lewin’s model of change is built upon the premise that change is a. continuous. b. urgent. c. planned. d. episodic. e. attractive. 44) SCENARIO 10-3 Mighty Mintz Motor Repair is moving 200 kilometres to a larger community within the next 10 months. Mr. Mintz realizes the hardships some of the mechanics will experience if they move. He is hoping that they accept the change and are not too resistant to moving, as he would like all of them to stay on with the business. He has authorized you to use Lewin’s three-step model in order to facilitate the change and come up with a plan he can implement in the near future. Referring to SCENARIO 10-3, you are offering a $20 000 moving bonus for any employee who will go to the new location. In Lewin’s terms, you are attempting toa. unfreeze the status quo. b. increase the driving force of change. c. refreeze the change. d. empower the employees so that they take a risk. e. maintain the status quo. 45) SCENARIO 10-3 Mighty Mintz Motor Repair is moving 200 kilometres to a larger community within the next 10 months. Mr. Mintz realizes the hardships some of the mechanics will experience if they move. He is hoping that they accept the change and are not too resistant to moving, as he would like all of them to stay on with the business. He has authorized you to use Lewin’s three-step model in order to facilitate the change and come up with a plan he can implement in the near future. Referring to SCENARIO 10-3, the $20 000 moving bonus was refused by the mechanics and now you are counselling each mechanic in order to reduce their anxiety and worries. In Lewin’s terms, this is an example ofa. removing the driving forces. b. communicating the vision. c. unfreezing the status quo. d. changing a driving force. e. maintaining the status quo. 46) SCENARIO 10-3 Mighty Mintz Motor Repair is moving 200 kilometres to a larger community within the next 10 months. Mr. Mintz realizes the hardships some of the mechanics will experience if they move. He is hoping that they accept the change and are not too resistant to moving, as he would like all of them to stay on with the business. He has authorized you to use Lewin’s three-step model in order to facilitate the change and come up with a plan he can implement in the near future. Referring to SCENARIO 10-3, congratulations! You have been successful in convincing the mechanics to move to the new location. Ten months later, all of the mechanics have moved, so one week after the new location opens, you decide to have a staff appreciation day where the mechanics can enter their name in a draw for an all-expenses paid vacation. In Lewin’s terms, this is an example ofa. unfreezing the status quo. b. increasing driving forces. c. refreezing the change. d. empowering. e. refreezing the driving forces. 47) SCENARIO 10-3 Mighty Mintz Motor Repair is moving 200 kilometres to a larger community within the next 10 months. Mr. Mintz realizes the hardships some of the mechanics will experience if they move. He is hoping that they accept the change and are not too resistant to moving, as he would like all of them to stay on with the business. He has authorized you to use Lewin’s three-step model in order to facilitate the change and come up with a plan he can implement in the near future. Referring to SCENARIO 10-3, one reason the mechanics were resistant to move was likelya. the threat to the established power relationships. b. structural inertia. c. group inertia. d. cynicism. e. fear of the unknown. 48) You have heard that your department is going to reorganize. You are opposed to the reorganization because you fear you may lose your job. The reason for your resistance is a. low tolerance for change. b. self-interest. c. perceptual error. d. selective information processing. e. cynicism. 49) It is easiest for management to deal with resistance to change when resistance is a. overt and immediate. b. hidden and intense. c. immediate, and hidden. d. implicit and immediate. e. overt and deferred. 50) Change is more likely to be smooth and effective when the company a. sets a specific end date for the change. b. implements change in the background. c. communicates its rationale. d. uses force to implement the change. e. hires a change agent from outside the company.