Fast Track Your DLC 208 Exam – 2025 Study Set
Inside
1. How should training be viewed during organizational change?
a. As an unnecessary extravagance to be avoided
b. As a worthwhile investment in a successful transition
c. As an employee perk when simpler support methods have failed
d. As a key aspect for tech companies, but less important to service-oriented
businesses: b. As a worthwhile investment in a successful transition
2. Which role does creative tension play in organizational change according
to Peter Senge?
a. It saps employees of the energy needed to embrace change.
b. It drives people to bring reality in line with their vision.
c. It describes the common feeling of letdown after a successful change has
occurred.
d. It inspires lower-level employees to work harder at change in order to
advance their careers.: b. It drive people to bring reality in line with their vision
3. Which emotion is prevalent among almost all employees during the process
of organizational change?
a. Anger
b. Stress
c. Apathy
d. Fatigue: Stress
4. Which practice can lead to unconscious resistance to attempts at organiza-
tional change?
a. Repeating communication of vision
b. Tiring staff with unrelated demands
c. Providing excessively generous benefits
d. Highlighting milestones achieved during the process: b. Tiring staff with
unrelated demands
,5. How can leaders effectively address resistance to change through commu-
nication?
a. By being consistent, open, and empathetic
b. By avoiding details in order to focus on the big picture
c. By keeping troubling details quiet as long as possible
d. By presenting different messages to maintain interest: a. By being consistent,
open, and empathetic
6. How do mental models impact individuals' responses to organizational
change according to Black and Gregersen?
a. Mental models can enable employee confidence in the direction of change\
, .b. Mental models can become barriers that prevent stakeholders' from per-
ceiving the need for change.
c. Mental models can help leaders identify the correct steps for change imple-
mentation.
d. Mental models can represent undocumented change strategy in the minds
of leadership.: Mental models can become barriers that prevent stakeholders' from
perceiving the need for change.
7. Which scenario is an example of one of Black and Gregersen's strategies
for overcoming barriers to change?
a. A CEO champions a change process by both accepting responsibility and
providing clear metrics for the change initiatives.
b. A manager allows employees to experience failure at new tasks so a change
feels earned.
c. A leader limits information about why a change is needed so that employees
focus on how to change.
d. An HR executive identifies employees most likely to resist change so they
can be shifted to less important roles temporarily.: a. A CEO champions a
change process by both accepting responsibility and providing clear metrics for the
change initiatives.
8. How should leaders view difficult questions and serious concerns from
employees about change initiatives?
a. As opportunities to provide honest and persuasive context
b. As signs that a change initiative may need to be delayed or reconsidered
c. As threats to the initiative that should be minimized wherever possible
d. As indications that the leadership team has failed to plan appropriately: a.
As opportunities to provide honest and persuasive context
9. How is responding to change resistance in the non-profit sector different
from in the private sector?
a. Non-profit sector leaders have greater leeway when offering rewards or
punishment.
b. Power tools are more readily available to non-profit leaders.
c. Many employees are strongly committed to organization's mission.
d. More professionally trained managers are available for implementing
change.: c. Many employees are strongly committed to organization's mission.
10. How could the management team at the pharmaceutical company better
implement the change?
Hire an outside consulting firm to help lead the change initiative
b. Hold an employee meeting to explain the reasons behind the change and
Inside
1. How should training be viewed during organizational change?
a. As an unnecessary extravagance to be avoided
b. As a worthwhile investment in a successful transition
c. As an employee perk when simpler support methods have failed
d. As a key aspect for tech companies, but less important to service-oriented
businesses: b. As a worthwhile investment in a successful transition
2. Which role does creative tension play in organizational change according
to Peter Senge?
a. It saps employees of the energy needed to embrace change.
b. It drives people to bring reality in line with their vision.
c. It describes the common feeling of letdown after a successful change has
occurred.
d. It inspires lower-level employees to work harder at change in order to
advance their careers.: b. It drive people to bring reality in line with their vision
3. Which emotion is prevalent among almost all employees during the process
of organizational change?
a. Anger
b. Stress
c. Apathy
d. Fatigue: Stress
4. Which practice can lead to unconscious resistance to attempts at organiza-
tional change?
a. Repeating communication of vision
b. Tiring staff with unrelated demands
c. Providing excessively generous benefits
d. Highlighting milestones achieved during the process: b. Tiring staff with
unrelated demands
,5. How can leaders effectively address resistance to change through commu-
nication?
a. By being consistent, open, and empathetic
b. By avoiding details in order to focus on the big picture
c. By keeping troubling details quiet as long as possible
d. By presenting different messages to maintain interest: a. By being consistent,
open, and empathetic
6. How do mental models impact individuals' responses to organizational
change according to Black and Gregersen?
a. Mental models can enable employee confidence in the direction of change\
, .b. Mental models can become barriers that prevent stakeholders' from per-
ceiving the need for change.
c. Mental models can help leaders identify the correct steps for change imple-
mentation.
d. Mental models can represent undocumented change strategy in the minds
of leadership.: Mental models can become barriers that prevent stakeholders' from
perceiving the need for change.
7. Which scenario is an example of one of Black and Gregersen's strategies
for overcoming barriers to change?
a. A CEO champions a change process by both accepting responsibility and
providing clear metrics for the change initiatives.
b. A manager allows employees to experience failure at new tasks so a change
feels earned.
c. A leader limits information about why a change is needed so that employees
focus on how to change.
d. An HR executive identifies employees most likely to resist change so they
can be shifted to less important roles temporarily.: a. A CEO champions a
change process by both accepting responsibility and providing clear metrics for the
change initiatives.
8. How should leaders view difficult questions and serious concerns from
employees about change initiatives?
a. As opportunities to provide honest and persuasive context
b. As signs that a change initiative may need to be delayed or reconsidered
c. As threats to the initiative that should be minimized wherever possible
d. As indications that the leadership team has failed to plan appropriately: a.
As opportunities to provide honest and persuasive context
9. How is responding to change resistance in the non-profit sector different
from in the private sector?
a. Non-profit sector leaders have greater leeway when offering rewards or
punishment.
b. Power tools are more readily available to non-profit leaders.
c. Many employees are strongly committed to organization's mission.
d. More professionally trained managers are available for implementing
change.: c. Many employees are strongly committed to organization's mission.
10. How could the management team at the pharmaceutical company better
implement the change?
Hire an outside consulting firm to help lead the change initiative
b. Hold an employee meeting to explain the reasons behind the change and
