Page | 1
Review PDG cards Questions and Verified
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
Unfreezing
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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.
Storming
Review PDG cards Questions and Verified
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
Unfreezing
, Page | 2
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.
Storming
