WGU C721 - NJP1 Task 1 Change Management Updated
2024 with complete Solution
Five elements that support management's effective attainment of organizational goals -
✔✔ANSWER✔✔>>planning, organizing, directing, controlling resources, and staffing
Define Management - ✔✔ANSWER✔✔>>the process of working with and through
people to achieve organizational goals
Appreciative Inquiry Approach/ Phases - ✔✔ANSWER✔✔>>engages people across the
organization in creating positive change that focuses on learning from success. Is the
cooperative search for the best in people, their organizations, and the world around
them. Involves systematic discovery. Four Phases:
a. Discovery- Appreciating that which gives life
b. Dream- Envisioning impact
c. Design- Co-Constructing the future
d. Delivery- Sustaining the change
Organizational inertia - ✔✔ANSWER✔✔>>the tendency of organizations to maintain
the status quo
Lewin's force-field analysis - ✔✔ANSWER✔✔>>can assist individuals, groups, and
organizations in the understanding and overcoming resistance to specific changes.
Lewin's view of "change" was that it is the result of opposing forces moving for and
against status quo at any given time
Cultural silos - ✔✔ANSWER✔✔>>the tendency for departments to work independently
from one another and to communicate with one another in an inadequate fashion
Lewin's Change Management model - ✔✔ANSWER✔✔>>Unfreeze, change, freeze
(refreeze). Simple and easy to understand framework for achieving behavioral and
attitudinal change approach in order to achieve a desired future state that benefits the
organization.
Lewin's Change Management model
Stage 1 - ✔✔ANSWER✔✔>>Stage 1: Unfreezing- makes the organization aware of the
problems and the need for change. Develop a compelling message and sense of
urgency
,Lewin's Change Management model
Stage 2 - ✔✔ANSWER✔✔>>Stage 2: Change- where people begin to resolve their
indecision and look for new ways to do things. Leadership provides a new vision and
plan that everyone can believe in
Lewin's Change Management model
Stage 3 - ✔✔ANSWER✔✔>>Stage 3: Refreezing- Needs to develop a coalition among
people for the organization to adopt and institutionalize the changes
Ackerman and Anderson's change process model - ✔✔ANSWER✔✔>>The road map
developed by Ackerman and Anderson is often described as a "thinking discipline"
rather than a prescribed way of forcing an organization's behavior into a forced plan and
timeline. Steps:
a. Preparing the lead to change
b. Creating vision, commitment and capability
c. Assessing the situation: Determine design requirements and desired state and
analyze the impact
d. Plan organize and implement the change
e. Analyze the impact
f. Plan and organize for implementation
g. Implement the change
h. Celebrate and integrate the new state
i. Learn and course correct
Warrick's six-step change implementation process - ✔✔ANSWER✔✔>>a. Step 1: keep
the big picture in mind
b. Step 2: Choose the right interventions
c. Step 3: Use a sound change model to plan and manage the change process
d. Step 4: Keep people engaged and make the incentive for change great than the
incentive to stay the same
e. Step 5: Identify and manage resistance to change
f. Step 6: Follow through and learn from the process
Cumming's and Worley's five dimensions of leading and depicting change:
Motivating Change - ✔✔ANSWER✔✔>>i. Creating readiness for change
ii. Overcoming resistance to change
2 essential pieces in organizations that must be integrated effectively to lead to high
performance. - ✔✔ANSWER✔✔>>Management and Leadership
What are the traits of an effective change leader? - ✔✔ANSWER✔✔>>They define
themselves as a change leader, embrace risk instead of being adverse to risk as part of
the change process
, Organizational Development - ✔✔ANSWER✔✔>>the practice of changing people and
organizations for positive growth
Change Management - ✔✔ANSWER✔✔>>encompasses approaches used by business
content and behavioral process specialists that assist leaders in moving organizations
from a present to future state
Systems Theory - ✔✔ANSWER✔✔>>organizations are viewed as a total system of
interdependent subsystems with individual components that include people, technology,
work, and culture all of which work together to respond to external environmental
changes such as competitors, customers, or government regulations
Contingency theory - ✔✔ANSWER✔✔>>viewing organizational dimensions (strategy,
structure, people, work, rewards) as parts of a whole that fit together. When one of
these dimensions is out of sync with the others, issues emerge
Long-Term Approach - ✔✔ANSWER✔✔>>focuses on lasting effects through changes
in cultural norms including interventions and alter attitudes, behaviors, processes,
knowledge, and structures
Top-down approach - ✔✔ANSWER✔✔>>seeks to gain top management commitment
and involvement in order to significantly affect intended changes. Implemented
throughout the organization.
Collaborative approach (pg 12) - ✔✔ANSWER✔✔>>involving professionals who are
affected by changes and who support the changes to the organization
Analytical Approach - ✔✔ANSWER✔✔>>examines data, diagnoses present problems,
and motivates change to resolve issues. Accurate diagnostic skills are a core
competency of OD change agents
Facilitation approach - ✔✔ANSWER✔✔>>uses skilled dialogue and discussion,
listening, feedback when assisting professionals to identify weaknesses and strengths
of the organization: planning for change; managing the change process; and
implementing, coaching, and problem solving during the change
Design approach - ✔✔ANSWER✔✔>>helps leaders and managers to develop
meaningful work climates where organizational members can accomplish their goals in
a healthy way
What constitutes an internal change? - ✔✔ANSWER✔✔>>Changes to an organizations
operating system
2024 with complete Solution
Five elements that support management's effective attainment of organizational goals -
✔✔ANSWER✔✔>>planning, organizing, directing, controlling resources, and staffing
Define Management - ✔✔ANSWER✔✔>>the process of working with and through
people to achieve organizational goals
Appreciative Inquiry Approach/ Phases - ✔✔ANSWER✔✔>>engages people across the
organization in creating positive change that focuses on learning from success. Is the
cooperative search for the best in people, their organizations, and the world around
them. Involves systematic discovery. Four Phases:
a. Discovery- Appreciating that which gives life
b. Dream- Envisioning impact
c. Design- Co-Constructing the future
d. Delivery- Sustaining the change
Organizational inertia - ✔✔ANSWER✔✔>>the tendency of organizations to maintain
the status quo
Lewin's force-field analysis - ✔✔ANSWER✔✔>>can assist individuals, groups, and
organizations in the understanding and overcoming resistance to specific changes.
Lewin's view of "change" was that it is the result of opposing forces moving for and
against status quo at any given time
Cultural silos - ✔✔ANSWER✔✔>>the tendency for departments to work independently
from one another and to communicate with one another in an inadequate fashion
Lewin's Change Management model - ✔✔ANSWER✔✔>>Unfreeze, change, freeze
(refreeze). Simple and easy to understand framework for achieving behavioral and
attitudinal change approach in order to achieve a desired future state that benefits the
organization.
Lewin's Change Management model
Stage 1 - ✔✔ANSWER✔✔>>Stage 1: Unfreezing- makes the organization aware of the
problems and the need for change. Develop a compelling message and sense of
urgency
,Lewin's Change Management model
Stage 2 - ✔✔ANSWER✔✔>>Stage 2: Change- where people begin to resolve their
indecision and look for new ways to do things. Leadership provides a new vision and
plan that everyone can believe in
Lewin's Change Management model
Stage 3 - ✔✔ANSWER✔✔>>Stage 3: Refreezing- Needs to develop a coalition among
people for the organization to adopt and institutionalize the changes
Ackerman and Anderson's change process model - ✔✔ANSWER✔✔>>The road map
developed by Ackerman and Anderson is often described as a "thinking discipline"
rather than a prescribed way of forcing an organization's behavior into a forced plan and
timeline. Steps:
a. Preparing the lead to change
b. Creating vision, commitment and capability
c. Assessing the situation: Determine design requirements and desired state and
analyze the impact
d. Plan organize and implement the change
e. Analyze the impact
f. Plan and organize for implementation
g. Implement the change
h. Celebrate and integrate the new state
i. Learn and course correct
Warrick's six-step change implementation process - ✔✔ANSWER✔✔>>a. Step 1: keep
the big picture in mind
b. Step 2: Choose the right interventions
c. Step 3: Use a sound change model to plan and manage the change process
d. Step 4: Keep people engaged and make the incentive for change great than the
incentive to stay the same
e. Step 5: Identify and manage resistance to change
f. Step 6: Follow through and learn from the process
Cumming's and Worley's five dimensions of leading and depicting change:
Motivating Change - ✔✔ANSWER✔✔>>i. Creating readiness for change
ii. Overcoming resistance to change
2 essential pieces in organizations that must be integrated effectively to lead to high
performance. - ✔✔ANSWER✔✔>>Management and Leadership
What are the traits of an effective change leader? - ✔✔ANSWER✔✔>>They define
themselves as a change leader, embrace risk instead of being adverse to risk as part of
the change process
, Organizational Development - ✔✔ANSWER✔✔>>the practice of changing people and
organizations for positive growth
Change Management - ✔✔ANSWER✔✔>>encompasses approaches used by business
content and behavioral process specialists that assist leaders in moving organizations
from a present to future state
Systems Theory - ✔✔ANSWER✔✔>>organizations are viewed as a total system of
interdependent subsystems with individual components that include people, technology,
work, and culture all of which work together to respond to external environmental
changes such as competitors, customers, or government regulations
Contingency theory - ✔✔ANSWER✔✔>>viewing organizational dimensions (strategy,
structure, people, work, rewards) as parts of a whole that fit together. When one of
these dimensions is out of sync with the others, issues emerge
Long-Term Approach - ✔✔ANSWER✔✔>>focuses on lasting effects through changes
in cultural norms including interventions and alter attitudes, behaviors, processes,
knowledge, and structures
Top-down approach - ✔✔ANSWER✔✔>>seeks to gain top management commitment
and involvement in order to significantly affect intended changes. Implemented
throughout the organization.
Collaborative approach (pg 12) - ✔✔ANSWER✔✔>>involving professionals who are
affected by changes and who support the changes to the organization
Analytical Approach - ✔✔ANSWER✔✔>>examines data, diagnoses present problems,
and motivates change to resolve issues. Accurate diagnostic skills are a core
competency of OD change agents
Facilitation approach - ✔✔ANSWER✔✔>>uses skilled dialogue and discussion,
listening, feedback when assisting professionals to identify weaknesses and strengths
of the organization: planning for change; managing the change process; and
implementing, coaching, and problem solving during the change
Design approach - ✔✔ANSWER✔✔>>helps leaders and managers to develop
meaningful work climates where organizational members can accomplish their goals in
a healthy way
What constitutes an internal change? - ✔✔ANSWER✔✔>>Changes to an organizations
operating system
