WGU C721 – NJP1 TASK 1 CHANGE MANAGEMENT (JAMES
COLLINS) EXAM COMPLETE QUESTIONS AND 100% VERIFIED
ANSWERS (PASS GUARANTEE)
1. Q: Who is Jim Collins? A: Jim Collins is a business researcher, author, and
consultant known for his works on company sustainability and growth,
including "Good to Great" and "Built to Last."
2. Q: What is the main premise of "Good to Great"? A: The book examines
how good companies can transform into great companies through disciplined
people, thought, and action, rather than through dramatic revolutions.
3. Q: What is Level 5 Leadership according to Collins? A: Level 5
Leadership combines personal humility with professional will, where leaders
channel ambition into the company rather than themselves.
4. Q: What are the two key characteristics of Level 5 Leaders? A: Personal
humility and professional will (fierce resolve).
5. Q: What is the Hedgehog Concept? A: A simple, crystalline concept that
flows from deep understanding of three intersecting circles: what you're
passionate about, what you can be best at, and what drives your economic
engine.
6. Q: What are the three circles of the Hedgehog Concept? A: (1) What you
are deeply passionate about, (2) What you can be the best in the world at, (3)
What drives your economic engine.
7. Q: What is the Flywheel Effect? A: The concept that transformations
happen through consistent pushing in one direction, building momentum over
time rather than through one dramatic action.
8. Q: What does "First Who, Then What" mean? A: Get the right people on
the bus and in the right seats before deciding where to drive the bus.
9. Q: What is the Doom Loop? A: The opposite of the flywheel - characterized
by reactive behavior, inconsistency, and chronic restructuring without
momentum.
,10. Q: What does Collins mean by "Confront the Brutal Facts"? A:
Organizations must maintain unwavering faith while confronting the most
brutal facts of their current reality.
11. Q: What is the Stockdale Paradox? A: Maintaining faith that you will
prevail in the end while confronting the brutal facts of your current reality,
named after Admiral James Stockdale.
12. Q: What is a Culture of Discipline? A: A culture where disciplined people
engage in disciplined thought and take disciplined action within a framework of
freedom and responsibility.
13. Q: What does Collins mean by "Technology Accelerators"? A: Great
companies use technology as an accelerator of momentum, not a creator of it,
applying technology thoughtfully within their Hedgehog Concept.
14. Q: What is the difference between Level 4 and Level 5 Leadership? A:
Level 4 leaders are effective and capable but credit success to themselves; Level
5 leaders credit others for success and take responsibility for failures.
15. Q: What does "Good is the Enemy of Great" mean? A: Many
organizations settle for good performance, which prevents them from becoming
great because they don't feel the urgency to change.
16. Q: How long did Collins' research team study companies for "Good to
Great"? A: The research spanned five years and analyzed 15 years of company
performance data.
17. Q: How many companies made the "Good to Great" transformation in
Collins' study? A: Eleven companies out of 1,435 examined met the strict
criteria.
18. Q: What is the "Window and Mirror" maturity model? A: Level 5
leaders look out the window to credit others for success and look in the mirror
to assign blame for poor results.
19. Q: What does Collins say about comparison companies? A: Comparison
companies had resources, opportunities, and even talented people but lacked the
disciplined approach of great companies.
20. Q: What is disciplined thought according to Collins? A: The ability to
confront brutal facts, maintain the Stockdale Paradox, and develop a simple
Hedgehog Concept.
, 21. Q: What are the stages of decline in "How the Mighty Fall"? A: (1)
Hubris born of success, (2) Undisciplined pursuit of more, (3) Denial of risk and
peril, (4) Grasping for salvation, (5) Capitulation to irrelevance or death.
22. Q: What does Collins mean by "Preserve the Core/Stimulate
Progress"? A: Great organizations maintain their core values and purpose
while their strategies and practices adapt to a changing world.
23. Q: What is a BHAG? A: Big Hairy Audacious Goal - a compelling, long-
term goal that serves as a unifying focal point of effort.
24. Q: What timeframe does Collins suggest for a BHAG? A: Typically 10
to 30 years - long enough to require significant organizational change and
effort.
25. Q: What does Collins say about charismatic leadership? A: Charismatic
leadership is not necessary for great transformations; Level 5 leaders are often
modest and self-effacing.
26. Q: What is the role of a Level 5 Leader during success? A: They look out
the window and attribute success to factors outside themselves, including other
people, luck, and external factors.
27. Q: What is the role of a Level 5 Leader during failure? A: They look in
the mirror and take responsibility, never blaming external factors or other
people.
28. Q: What does Collins say about acquiring the right people? A: Be
rigorous, not ruthless, in people decisions, and when you know you need to
make a people change, act decisively.
29. Q: What is the relationship between compensation and getting the right
people? A: While important, compensation alone doesn't determine whether
you get the right people on the bus; they're motivated by building something
great.
30. Q: What does Collins say about strategic planning? A: Great companies
focus less on detailed strategic planning and more on understanding their
Hedgehog Concept and maintaining disciplined action.
31. Q: What is the "genius of AND"? A: The ability to embrace both
extremes of a paradox simultaneously rather than choosing one or the other
(e.g., purpose AND profit).
COLLINS) EXAM COMPLETE QUESTIONS AND 100% VERIFIED
ANSWERS (PASS GUARANTEE)
1. Q: Who is Jim Collins? A: Jim Collins is a business researcher, author, and
consultant known for his works on company sustainability and growth,
including "Good to Great" and "Built to Last."
2. Q: What is the main premise of "Good to Great"? A: The book examines
how good companies can transform into great companies through disciplined
people, thought, and action, rather than through dramatic revolutions.
3. Q: What is Level 5 Leadership according to Collins? A: Level 5
Leadership combines personal humility with professional will, where leaders
channel ambition into the company rather than themselves.
4. Q: What are the two key characteristics of Level 5 Leaders? A: Personal
humility and professional will (fierce resolve).
5. Q: What is the Hedgehog Concept? A: A simple, crystalline concept that
flows from deep understanding of three intersecting circles: what you're
passionate about, what you can be best at, and what drives your economic
engine.
6. Q: What are the three circles of the Hedgehog Concept? A: (1) What you
are deeply passionate about, (2) What you can be the best in the world at, (3)
What drives your economic engine.
7. Q: What is the Flywheel Effect? A: The concept that transformations
happen through consistent pushing in one direction, building momentum over
time rather than through one dramatic action.
8. Q: What does "First Who, Then What" mean? A: Get the right people on
the bus and in the right seats before deciding where to drive the bus.
9. Q: What is the Doom Loop? A: The opposite of the flywheel - characterized
by reactive behavior, inconsistency, and chronic restructuring without
momentum.
,10. Q: What does Collins mean by "Confront the Brutal Facts"? A:
Organizations must maintain unwavering faith while confronting the most
brutal facts of their current reality.
11. Q: What is the Stockdale Paradox? A: Maintaining faith that you will
prevail in the end while confronting the brutal facts of your current reality,
named after Admiral James Stockdale.
12. Q: What is a Culture of Discipline? A: A culture where disciplined people
engage in disciplined thought and take disciplined action within a framework of
freedom and responsibility.
13. Q: What does Collins mean by "Technology Accelerators"? A: Great
companies use technology as an accelerator of momentum, not a creator of it,
applying technology thoughtfully within their Hedgehog Concept.
14. Q: What is the difference between Level 4 and Level 5 Leadership? A:
Level 4 leaders are effective and capable but credit success to themselves; Level
5 leaders credit others for success and take responsibility for failures.
15. Q: What does "Good is the Enemy of Great" mean? A: Many
organizations settle for good performance, which prevents them from becoming
great because they don't feel the urgency to change.
16. Q: How long did Collins' research team study companies for "Good to
Great"? A: The research spanned five years and analyzed 15 years of company
performance data.
17. Q: How many companies made the "Good to Great" transformation in
Collins' study? A: Eleven companies out of 1,435 examined met the strict
criteria.
18. Q: What is the "Window and Mirror" maturity model? A: Level 5
leaders look out the window to credit others for success and look in the mirror
to assign blame for poor results.
19. Q: What does Collins say about comparison companies? A: Comparison
companies had resources, opportunities, and even talented people but lacked the
disciplined approach of great companies.
20. Q: What is disciplined thought according to Collins? A: The ability to
confront brutal facts, maintain the Stockdale Paradox, and develop a simple
Hedgehog Concept.
, 21. Q: What are the stages of decline in "How the Mighty Fall"? A: (1)
Hubris born of success, (2) Undisciplined pursuit of more, (3) Denial of risk and
peril, (4) Grasping for salvation, (5) Capitulation to irrelevance or death.
22. Q: What does Collins mean by "Preserve the Core/Stimulate
Progress"? A: Great organizations maintain their core values and purpose
while their strategies and practices adapt to a changing world.
23. Q: What is a BHAG? A: Big Hairy Audacious Goal - a compelling, long-
term goal that serves as a unifying focal point of effort.
24. Q: What timeframe does Collins suggest for a BHAG? A: Typically 10
to 30 years - long enough to require significant organizational change and
effort.
25. Q: What does Collins say about charismatic leadership? A: Charismatic
leadership is not necessary for great transformations; Level 5 leaders are often
modest and self-effacing.
26. Q: What is the role of a Level 5 Leader during success? A: They look out
the window and attribute success to factors outside themselves, including other
people, luck, and external factors.
27. Q: What is the role of a Level 5 Leader during failure? A: They look in
the mirror and take responsibility, never blaming external factors or other
people.
28. Q: What does Collins say about acquiring the right people? A: Be
rigorous, not ruthless, in people decisions, and when you know you need to
make a people change, act decisively.
29. Q: What is the relationship between compensation and getting the right
people? A: While important, compensation alone doesn't determine whether
you get the right people on the bus; they're motivated by building something
great.
30. Q: What does Collins say about strategic planning? A: Great companies
focus less on detailed strategic planning and more on understanding their
Hedgehog Concept and maintaining disciplined action.
31. Q: What is the "genius of AND"? A: The ability to embrace both
extremes of a paradox simultaneously rather than choosing one or the other
(e.g., purpose AND profit).
