In this model, the five components are strategy, structure, processes and lateral capability, reward systems, and people practices
What is STAR MODEL
100
The “classic” prescription on managing resistance to change
What is SITUATIONAL APPROACH
100
This is based on the view that organizations suffer from inertia and need to be “unfrozen”
What is UNFREEZING
100
A shared view within the organization of what are the market, customers, competitors, industry dynamics, and likely macroeconomic impacts on the market
What is EXTERNAL DIMENSION
100
This component of envisioned future consists of vibrant, passionate, and engaging descriptions of what it will be like in the future when goals are achieved
What is VIVID DESCRIPTIONS
200
One of the earliest diagnostic models proposed by Marvin Weisbord
What is SIX-BOX ORGANIZATIONAL MODEL
200
__________ involves a refusal to recognize the situation being faced
What is DENIAL
200
Unfreezing, changing, and refreezing are parts of a three-stage change process model developed by _____________.
What is KURT LEWIN
200
These organizations are classified as those that have little in the way of available resources and lack acceptance of the need for change
What is RIGID
200
A very basic tool for reviewing an organization’s position based on three questions
What is GAP ANALYSIS
300
Model based on the proposition that the effectiveness of an organization is determined by the consistency between the various elements that comprise the organization
What is CONGRUENCE MODEL
300
A process of influencing or leading through the purposeful
control of one’s thoughts
What is THOUGHT SELF-LEADERSHIP
300
This approach has dominated the organizational change field for over half a century, presenting developmental prescriptions for achieving change as being based upon a core set of values which emphasize that change should benefit not just organizations but the people who staff them.
What is ORGANIZATIONAL DEVELOPMENT
300
Levin argues that many ________ ________ are like “bumper stickers” composed of empty words, encompassing in-vogue language and management speak.
What are VISION STATEMENTS
300
In this model, Bolman and Deal argue that managers benefit from being able to analyze organizations from the perspective of four different “frames” or “lenses,” each of which provides a different “angle” on how organizations operate
What is FOUR-FRAME MODEL
400
Based on the propositions that organizational effectiveness comes from the interaction of multiple factors and successful change requires attention to the interconnectedness of the variables
What is 7-S FRAMEWORK
400
One of the commonly cited causes for the lack of success of organizational change
What is RESISTANCE TO CHANGE
400
Developed in the 1960s, this is probably the first systematic, comprehensive approach to organizational change
What is MANAGERIAL (or LEADERSHIP) GRID
400
A lack of _________ is associated with organizational decline and failure
What is VISION
400
This approach in the process for crafting a vision is when the CEO provides visionary ideas and gets selected people and groups within the organization to further develop these ideas within the broad parameters set out by the CEO
What is PUMP-PRIMING APPROACH
500
This model differentiates between those elements of the model that are seen as likely to be the source of major change and those that are more likely to be the source of change that is experienced as incremental
What is BURKE-LITWIN MODEL
500
This refers to the ability to mix major change initiatives, the ones most likely to be destabilizing and disruptive, with tinkering and kludging
What is PACING
500
Under this assumption, planned, intended change is necessary in order to disrupt the forces that contribute to a lack of change in an organization so that there is a lag between environmental change and organizational adaptation
What is ASSUMPTION OF INTERTIA
500
This approach in the process for crafting a vision is when the CEO provides the strategic vision for the organization
What is LEADER-DOMINATED APPROACH
500
These organizations have low resources but high acceptance of the need for change and are characterized by more organic structures and being less rule-bound