WGU C208 - Change Management and
Innovation Questions and Correct Answers
2025 (A+ Graded)
Which |three |individuals |within |an |organization |could |play |the |role |of |change |agent | -
ANSWERS-ceo
consultant
|employee
Which |of |the |eight |steps |described |by |Kotter |is |the |first |step |a |change |leader |takes |when
|implementing |a |change |- |ANSWERS-Establishing |a |sense |of |urgency
Place |the |stages |of |Everett |Roger's |Diffusion |of |Innovation |model |in |order |from |1
|(earliest |stage) |to |5 |(latest |stage) |- |ANSWERS-knowledge
persuasion
|decision
|implementation
|confirmation
The |head |of |human |resources |of |a |large |company |is |considering |changes |to |the
|employee |benefits |program |but |is |unsure |how |the |employees |will |respond |to |these
|changes
Which |type |of |change |model |should |this |person |employ? |- |ANSWERS-Descriptive
Which |two |statements |characterize |low |end |disruption |- |ANSWERS-it |is |an |innovation
|that |is |good |enough
it |evolves |over |time |into |a |product |with |more |features
Which |approaches |would |be |appropriate |for |communicating |change |initiatives?
|Choose |2 |answers |- |ANSWERS-Communicating |change |initiatives |through |email
|Explaining |why |the |change |is |needed
What |is |essential |for |a |leader |to |communicate |when |undertaking |organizational
|change? |- |ANSWERS-a |consistent |vision |of |the |end |result |of |the |change
how |should |training |be |viewed |during |organizational |change |- |ANSWERS-as |a
|worthwhile |investment |in |a |successful |transition
How |can |a |leader |connect |with |employees |to |help |sustain |organizational |change? |-
|ANSWERS-offering |positive |feedback
,Which |approach |is |proven |and |effective |in |using |reinforcements |to |sustain |change? |-
|ANSWERS-Directing |leaders |to |focus |on |profit-driven |goals, |market |share, |and
|employee |satisfaction
What |is |a |common |cause |for |the |failure |of |organizational |change |- |ANSWERS-unclear
|goals
Which |role |does |creative |tension |play |in |organizational |change |according |to |Peter
|Senge? |- |ANSWERS-It |drives |people |to |bring |reality |in |line |with |their |vision
which |emotion |is |prevalent |among |almost |all |employees |during |the |process |of
|organizational |change? |- |ANSWERS-anger
which |practice |can |lead |to |unconscious |resistance |to |attempts |at |organizational
|change? |- |ANSWERS-tiring |staff |with |unrelated |demands
how |can |leaders |effectively |address |resistance |to |change |through |communications |-
|ANSWERS-by |being |consistent, |open, |and |empathetic
How |do |mental |model |impact |individuals' |responses |to |organizational |change |according
|to |Black |and |Gregersen? |- |ANSWERS-Mental |models |can |become |barriers |that |prevent
|stakeholders' |from |perceiving |the |need |for |change
Which |scenario |is |an |example |of |on |e |of |Black |and |Gregersen's |strategies |for
|overcoming |barriers |to |change |- |ANSWERS-A |CEO |champions |a |change |process |by
|both |accepting |responsibility |and |providing |clear |metrics |for |the |change |initiatives
How |should |leaders |view |difficult |questions |and |serious |concerns |from |employees |about
|change |initiatives |- |ANSWERS-as |indications |that |the |leadership |team |has |failed |to |plan
|appropriately
How |is |responding |to |change |resistance |in |the |non-profit |sector |different |from |in |the |the
|private |sector? |- |ANSWERS-many |employees |are |strongly |committed |to |organizations
|mission.
case |study:
How |could |the |management |team |at |the |pharmaceutical |company |better |implement |the
|change |- |ANSWERS-hire |and |outside |consulting |firm |to |help |lead |the |change |initiative
What |are |the |most |essential |skills |required |by |the |leader |of |an |organization
|experiencing |revolutionary |change? |- |ANSWERS-directive |and |decisive |guidance
what |is |most |important |when |leading |an |organization |through |disruptive |change |-
|ANSWERS-cooperation
, which |question |must |be |asking |in |forming |a |contingency |plan |for |a |change |initiative? |-
|ANSWERS-what |if
The |CEO |of |a |leading |automobile |manufacturing |company |is |concerned |about |the |long- |range
|prospects |of |oil |scarcity |and |its |impact |on |the |company.
Which |two |change |management |strategies |would |be |appropriate |to |address |the |CEO's
|concerns |- |ANSWERS-Hire |an |outside |market |research |company |to |study |future |trends
|and |how |they |may |impact |business
hold |a |brainstorming |session |with |the |executive |management |team |to |assess |the |risk |or
|opportunity |of |alternative |fuel |technologies
What |is |the |most |basic |role |of |a |leader |in |promoting |organizational |change |-
|ANSWERS-modeling |change |from |the |top |of |the |organization
Which |aspect |is |essential |to |being |effective |in |the |ADKAR |change |management | process
- |ANSWERS-Being |willing |to |adapt |the |steps |of |a |plan
How |can |extensive |training |increase |employee |participation |- |ANSWERS-by |helping
|employees |feel |comfortable |with |the |new |procedures
Which |statement |best |describes |the |use |of |employee |rewards |and |punishments |in
|advancing |organizational |change |- |ANSWERS-Rewards |and |punishments |are |not
|sufficient |on |their |own |to |persuade |employees |to |accept |change.
Which |aspect |of |a |change |initiative |is |measure |by |return |on |investment |- |ANSWERS-its
|efficiency |or |value
In |which |two |ways |does |iteration |contribute |to |change |initiatives |- |ANSWERS-it |creates |a
|sense |of |urgency |within |the |organization
it |helps |guard |against |regression |to |old |ways |of |doing |things
a |manager |attempting |to |implements |a |change |initiative |finds |the |employees |strongly
|embrace |the |organizations |mission |and |feel |the |urgency |to |change. |The |manager |is
|grateful |for |the |workers |reactions |because |the |manager |is |very |uncomfortable |using
|power |tools |to |coerce |support |of |the |initiative.
In |which |sector |does |this |manager |most |likely |work |for? |- |ANSWERS-nonprofit
refer |to |the |case |study: |Cellular |Systems |Inc. |- |20/20 |vision |and |answer |the |following
|questions
How |should |the |vice |president |proceed |now |that |the |directors |voices |their |objections | and
|concerns |about |the |new |targets |- |ANSWERS-schedule |an |additional |meeting |in |one |week
|and |ask |the |directors |to |present |their |won |plans |on |how |they |will |meet |the |new |targets.
which |two |characteristics |are |ideal |for |entrepreneurs |to |have.
|choose |2 |answers |- |ANSWERS-enthusiastic |outlook
Innovation Questions and Correct Answers
2025 (A+ Graded)
Which |three |individuals |within |an |organization |could |play |the |role |of |change |agent | -
ANSWERS-ceo
consultant
|employee
Which |of |the |eight |steps |described |by |Kotter |is |the |first |step |a |change |leader |takes |when
|implementing |a |change |- |ANSWERS-Establishing |a |sense |of |urgency
Place |the |stages |of |Everett |Roger's |Diffusion |of |Innovation |model |in |order |from |1
|(earliest |stage) |to |5 |(latest |stage) |- |ANSWERS-knowledge
persuasion
|decision
|implementation
|confirmation
The |head |of |human |resources |of |a |large |company |is |considering |changes |to |the
|employee |benefits |program |but |is |unsure |how |the |employees |will |respond |to |these
|changes
Which |type |of |change |model |should |this |person |employ? |- |ANSWERS-Descriptive
Which |two |statements |characterize |low |end |disruption |- |ANSWERS-it |is |an |innovation
|that |is |good |enough
it |evolves |over |time |into |a |product |with |more |features
Which |approaches |would |be |appropriate |for |communicating |change |initiatives?
|Choose |2 |answers |- |ANSWERS-Communicating |change |initiatives |through |email
|Explaining |why |the |change |is |needed
What |is |essential |for |a |leader |to |communicate |when |undertaking |organizational
|change? |- |ANSWERS-a |consistent |vision |of |the |end |result |of |the |change
how |should |training |be |viewed |during |organizational |change |- |ANSWERS-as |a
|worthwhile |investment |in |a |successful |transition
How |can |a |leader |connect |with |employees |to |help |sustain |organizational |change? |-
|ANSWERS-offering |positive |feedback
,Which |approach |is |proven |and |effective |in |using |reinforcements |to |sustain |change? |-
|ANSWERS-Directing |leaders |to |focus |on |profit-driven |goals, |market |share, |and
|employee |satisfaction
What |is |a |common |cause |for |the |failure |of |organizational |change |- |ANSWERS-unclear
|goals
Which |role |does |creative |tension |play |in |organizational |change |according |to |Peter
|Senge? |- |ANSWERS-It |drives |people |to |bring |reality |in |line |with |their |vision
which |emotion |is |prevalent |among |almost |all |employees |during |the |process |of
|organizational |change? |- |ANSWERS-anger
which |practice |can |lead |to |unconscious |resistance |to |attempts |at |organizational
|change? |- |ANSWERS-tiring |staff |with |unrelated |demands
how |can |leaders |effectively |address |resistance |to |change |through |communications |-
|ANSWERS-by |being |consistent, |open, |and |empathetic
How |do |mental |model |impact |individuals' |responses |to |organizational |change |according
|to |Black |and |Gregersen? |- |ANSWERS-Mental |models |can |become |barriers |that |prevent
|stakeholders' |from |perceiving |the |need |for |change
Which |scenario |is |an |example |of |on |e |of |Black |and |Gregersen's |strategies |for
|overcoming |barriers |to |change |- |ANSWERS-A |CEO |champions |a |change |process |by
|both |accepting |responsibility |and |providing |clear |metrics |for |the |change |initiatives
How |should |leaders |view |difficult |questions |and |serious |concerns |from |employees |about
|change |initiatives |- |ANSWERS-as |indications |that |the |leadership |team |has |failed |to |plan
|appropriately
How |is |responding |to |change |resistance |in |the |non-profit |sector |different |from |in |the |the
|private |sector? |- |ANSWERS-many |employees |are |strongly |committed |to |organizations
|mission.
case |study:
How |could |the |management |team |at |the |pharmaceutical |company |better |implement |the
|change |- |ANSWERS-hire |and |outside |consulting |firm |to |help |lead |the |change |initiative
What |are |the |most |essential |skills |required |by |the |leader |of |an |organization
|experiencing |revolutionary |change? |- |ANSWERS-directive |and |decisive |guidance
what |is |most |important |when |leading |an |organization |through |disruptive |change |-
|ANSWERS-cooperation
, which |question |must |be |asking |in |forming |a |contingency |plan |for |a |change |initiative? |-
|ANSWERS-what |if
The |CEO |of |a |leading |automobile |manufacturing |company |is |concerned |about |the |long- |range
|prospects |of |oil |scarcity |and |its |impact |on |the |company.
Which |two |change |management |strategies |would |be |appropriate |to |address |the |CEO's
|concerns |- |ANSWERS-Hire |an |outside |market |research |company |to |study |future |trends
|and |how |they |may |impact |business
hold |a |brainstorming |session |with |the |executive |management |team |to |assess |the |risk |or
|opportunity |of |alternative |fuel |technologies
What |is |the |most |basic |role |of |a |leader |in |promoting |organizational |change |-
|ANSWERS-modeling |change |from |the |top |of |the |organization
Which |aspect |is |essential |to |being |effective |in |the |ADKAR |change |management | process
- |ANSWERS-Being |willing |to |adapt |the |steps |of |a |plan
How |can |extensive |training |increase |employee |participation |- |ANSWERS-by |helping
|employees |feel |comfortable |with |the |new |procedures
Which |statement |best |describes |the |use |of |employee |rewards |and |punishments |in
|advancing |organizational |change |- |ANSWERS-Rewards |and |punishments |are |not
|sufficient |on |their |own |to |persuade |employees |to |accept |change.
Which |aspect |of |a |change |initiative |is |measure |by |return |on |investment |- |ANSWERS-its
|efficiency |or |value
In |which |two |ways |does |iteration |contribute |to |change |initiatives |- |ANSWERS-it |creates |a
|sense |of |urgency |within |the |organization
it |helps |guard |against |regression |to |old |ways |of |doing |things
a |manager |attempting |to |implements |a |change |initiative |finds |the |employees |strongly
|embrace |the |organizations |mission |and |feel |the |urgency |to |change. |The |manager |is
|grateful |for |the |workers |reactions |because |the |manager |is |very |uncomfortable |using
|power |tools |to |coerce |support |of |the |initiative.
In |which |sector |does |this |manager |most |likely |work |for? |- |ANSWERS-nonprofit
refer |to |the |case |study: |Cellular |Systems |Inc. |- |20/20 |vision |and |answer |the |following
|questions
How |should |the |vice |president |proceed |now |that |the |directors |voices |their |objections | and
|concerns |about |the |new |targets |- |ANSWERS-schedule |an |additional |meeting |in |one |week
|and |ask |the |directors |to |present |their |won |plans |on |how |they |will |meet |the |new |targets.
which |two |characteristics |are |ideal |for |entrepreneurs |to |have.
|choose |2 |answers |- |ANSWERS-enthusiastic |outlook
