Leadership & Change Readiness
This leadership behavior increases staff willingness to adopt change by reducing fear of negative consequences.
a. creating psychological safety
b. using aversive control
What is creating psychological safety
Schein’s model says visible elements like rituals, language, and workspace layout reflect deeper cultural assumptions
a. Assumptions
b. Artifacts
What is artifacts
This classic model includes “unfreeze, change, refreeze.”
a. Lewin's change model
b. Lewin's organizational management model
What is Lewin's change model
Resistance is not always negative; sometimes it signals this organizational need
a. clarification or alignment
b. team bonding
What is clarification or alignment
Telehealth adoption requires staff to develop new competencies in this domain.
a. Digital literacy
b. Digital availability
What is digital literacy
Kotter’s model says leaders must create this early step to build momentum for change.
a. A sense of urgency
b. Identifying uniform expectations
What is a sense of urgency
A culture that encourages speaking up and reporting errors is high in this attribute.
a. Controlling culture
b. Psychologically safe culture
What is a psychologically safe culture
This model focuses on individual change readiness through Awareness, Desire, Knowledge, Ability, and Reinforcement
a. ADKAR
b. APGAR
What is ADKAR
Awareness, Desire, Knowledge, Ability, Reinforcement
Physicians often resist change due to strong professional identity and autonomy.
a. Policy
b. Professional heirarchy
Digital transformation often fails when leaders overlook this human factor.
a. Workforce adaptation
b. Workforce availability
What is workforce adaptation.
This leadership style empowers teams during change and encourages innovation.
a. Transactional Leadership
b. Transformational Leadership
What is Transformational Leadership
This culture type prioritizes stability, rules, and predictability—often seen in large hospitals.
a. Vertical culture
b. Hierarchial culture
What is a hierarchial culture
Kotter’s final step emphasizes integrating change into this organizational element.
a. Organizational culture
b. Organizational change
What is organizational culture
This type of resistance occurs when staff outwardly agree but fail to implement change
a. active resistance
b. passive resistance
What is passive resistance
This barrier emerges when staff feel overwhelmed by repeated digital initiatives.
a. Change agents
b. Change fatigue
What is change fatigue
Command‑and‑control leadership often unintentionally creates this barrier to change.
a. Organizational compliance
b. Organizational resistance
What is organizational resistance
When culture undermines change, leaders must surface and challenge these deeply held beliefs.
a. Underlying assumptions
b. Overt actions
What is underlying assumptions
This concept explains how people construct meaning during complex change processes
a. sensemaking
b. groupthink
What is sensemaking
Leaders must navigate these political dynamics when implementing change across interdisciplinary teams.
a. Power structures
b. Power lifters
What is power structures
AI‑driven tools require cultural shifts toward data transparency and this ethical principle
a. equity
b. cost
What is equity
This concept describes how leaders interpret ambiguous situations and help staff make meaning during change
a. Groupthink
b. Sensemaking
What is sensemaking
This culture type emphasizes teamwork, flexibility, and learning.
a. Controlling
b. Collaborative
What is collaborative
High‑reliability organizations often struggle with change because they prioritize this over innovation
a. stability and error correction
b. management and cost savings
What is stability and error correction
This concept explains why individuals resist change that threatens their perceived competence
a. psychological competence
b. identity threat
What is identity threat
Successful digital transformation requires leaders to balance innovation with this high‑reliability priority.
a. patient safety
b. patient satisfaction
What is patient safety