PDG EXAM 2025 QUESTIONS AND
ANSWERS
Four main activities of strategic thinking - ANS Scanning, Questioning, Conceptualizing,
Testing
Strategic Scanning - ANS the identification of emerging patterns in the environment. This
consists of taking in, deconstructing, and synthesizing information from different sources, with
the goal of applying this information to the future. Example scanning techniques could include
seeking input from an expert panel and analyzing historical data to identify trends.
strategic questioning - ANS needed to more fully understand an issue from different
perspectives. This includes framing issues broadly, exploring problems rather than aiming to
solve them immediately, and considering input from all stakeholders.
Strategic Conceptualizing - ANS needed to identify possibilities for future direction. This
includes identifying a broad range of options (brainstorming), using various analytic tools and
techniques to explore potential solutions, and rejecting options only after exploration.
Strategic Testing - ANS allows for informed speculation to anticipate the impact of a
proposed action on organizational performance. For example, one might initially conduct a role
play of how the proposed course of action would be communicated to stakeholders and how
they are likely to respond. The proposed solution should be tested on a small scale (a pilot test),
in order to evaluate its initial impact and to address any problems that arise in the initial
implementation.
Reactions to change - ANS Resistance to Change, Distrust, Uncertainty, Self-Interest,
Different Perception/No Felt Need to Change, Over-Determination
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, Unfreezing - ANS a deliberate management activity to prepare people for change by knowing
and going where issues may exist. The most neglected, yet essential part of unfreezing is
creating an environment where people feel the need for change. A key factor in unfreezing
involves making people knowledgeable about the importance of a change and how it will affect
their jobs or the overall organizational structure. By pointing out problems or challenges that
currently exist in the organization, leaders are able to generate a need in the people who will
feel the greatest effect of the change.
Changing - ANS involves modifying technology, tasks, structure, or distribution of people.
During the changing stage, the organization moves from the old state or the previous norms, to
the new state by installing new equipment, restructuring work centers, or implementing
procedures. In short, changing is anything that alters the previously accepted status quo. The
change agent in this stage is essential.
Refreezing - ANS After implementing a change, it is time to lock in the desired outcomes and
the new norms so they become permanent. Actively encouraging and reinforcing the use of
new techniques is a way of helping the new behavior stick. A critical step in refreezing is
remaining engaged and evaluating results to determine if the change reached the desired effect
or if the new process needs more support, instruction, training, or time. Positively reinforcing
desired outcomes is crucial during the refreezing stage. Rewarding people when they do
something in alignment with the change emphasizes the value of the new procedures or
behaviors and helps freeze them into place. Highlighting successful change helps reduce the
desire to return to the old way of doing things. In many cases, the change agent can call
attention to the success of the change and show where it works while also being receptive to
feedback and areas that may cause lingering issues or continued frustration. In this case, the
change agent must evaluate results, reinforce the desired outcomes, and make constructive
modifications, as needed.
Forming - ANS the initial period of uncertainty in which individuals try to determine their
place on a team and establish or accept the procedures and rules of the team. When a team is
forming, members cautiously explore the boundaries of acceptable group behavior in various
ways. The forming stage is when the transition from individual to member status occurs and
when a leader's guidance is tested, both formally and informally.
2 Copyright ©2025 THESTAR ALL RIGHTS RESERVED
ANSWERS
Four main activities of strategic thinking - ANS Scanning, Questioning, Conceptualizing,
Testing
Strategic Scanning - ANS the identification of emerging patterns in the environment. This
consists of taking in, deconstructing, and synthesizing information from different sources, with
the goal of applying this information to the future. Example scanning techniques could include
seeking input from an expert panel and analyzing historical data to identify trends.
strategic questioning - ANS needed to more fully understand an issue from different
perspectives. This includes framing issues broadly, exploring problems rather than aiming to
solve them immediately, and considering input from all stakeholders.
Strategic Conceptualizing - ANS needed to identify possibilities for future direction. This
includes identifying a broad range of options (brainstorming), using various analytic tools and
techniques to explore potential solutions, and rejecting options only after exploration.
Strategic Testing - ANS allows for informed speculation to anticipate the impact of a
proposed action on organizational performance. For example, one might initially conduct a role
play of how the proposed course of action would be communicated to stakeholders and how
they are likely to respond. The proposed solution should be tested on a small scale (a pilot test),
in order to evaluate its initial impact and to address any problems that arise in the initial
implementation.
Reactions to change - ANS Resistance to Change, Distrust, Uncertainty, Self-Interest,
Different Perception/No Felt Need to Change, Over-Determination
1 Copyright ©2025 THESTAR ALL RIGHTS RESERVED
, Unfreezing - ANS a deliberate management activity to prepare people for change by knowing
and going where issues may exist. The most neglected, yet essential part of unfreezing is
creating an environment where people feel the need for change. A key factor in unfreezing
involves making people knowledgeable about the importance of a change and how it will affect
their jobs or the overall organizational structure. By pointing out problems or challenges that
currently exist in the organization, leaders are able to generate a need in the people who will
feel the greatest effect of the change.
Changing - ANS involves modifying technology, tasks, structure, or distribution of people.
During the changing stage, the organization moves from the old state or the previous norms, to
the new state by installing new equipment, restructuring work centers, or implementing
procedures. In short, changing is anything that alters the previously accepted status quo. The
change agent in this stage is essential.
Refreezing - ANS After implementing a change, it is time to lock in the desired outcomes and
the new norms so they become permanent. Actively encouraging and reinforcing the use of
new techniques is a way of helping the new behavior stick. A critical step in refreezing is
remaining engaged and evaluating results to determine if the change reached the desired effect
or if the new process needs more support, instruction, training, or time. Positively reinforcing
desired outcomes is crucial during the refreezing stage. Rewarding people when they do
something in alignment with the change emphasizes the value of the new procedures or
behaviors and helps freeze them into place. Highlighting successful change helps reduce the
desire to return to the old way of doing things. In many cases, the change agent can call
attention to the success of the change and show where it works while also being receptive to
feedback and areas that may cause lingering issues or continued frustration. In this case, the
change agent must evaluate results, reinforce the desired outcomes, and make constructive
modifications, as needed.
Forming - ANS the initial period of uncertainty in which individuals try to determine their
place on a team and establish or accept the procedures and rules of the team. When a team is
forming, members cautiously explore the boundaries of acceptable group behavior in various
ways. The forming stage is when the transition from individual to member status occurs and
when a leader's guidance is tested, both formally and informally.
2 Copyright ©2025 THESTAR ALL RIGHTS RESERVED
