Organisational Change Management Volume 1

Pre-test

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(Self-Identification of Attitudes to Organisational Transition)

(Insert A [agree] or D [disagree] at the side of each question)

NO.

STATEMENTS

A / D

1

Your manager has decided on a change that you feel would be a mistake. You should go ahead and implement it without challenging it.

 

2.

Managers should constantly be looking for changes that will improve department efficiency and/or morale.

 

3

If you are promoted to a management job, you should make the job different from how it was under your predecessor.

 

4

You can't argue with success.

 

5

People doing a particular job are one of the best sources of ideas on how to improve that job.

 

6

Very few people in any department have any ideas on how to improve the effectiveness of the department or the organisation.

 

7

In order to get a large number of suggestions from people, you must give money or prizes for ideas that are accepted and implemented.

 

8

Managers should freely suggest changes to managers in other departments.

 

9

Most managers would welcome ideas and suggestions from people in other departments.

 

10

Managers should welcome ideas and suggestions from all sources.

 

11

If you think a change should be made in your department, you should always ask your boss for approval before making the change.

 

12

If changes do not have any impact on other departments, you should implement the changes without bothering to clear them with your manager.

 

13

If a change doesn't cost any money, you should implement it without bothering to clear it with your manager.

 

14

The style of leadership of the senior manager is the most important factor to consider when managers are trying to decide whether to recommend or initiate a change.

 

15

Managers and staff should have an understanding regarding the kinds of changes that can be implemented by the staff without getting prior approval from the senior manager.

 

16

You should encourage your staff to try out any changes that they feel should be made.

 

17

If your manager says no to a change you've recommended, you should forget about it.

 

18

The quality of a decision based on facts and logic is more important than the acceptance of those who must carry it out.

 

19

Persons affected by change based on facts, logic, etc can sabotage that change, either intentionally or not

 

20

If you are planning to make a radical change in your department, you should secretly gather facts, prepare your final plans, and then persuade those people affected on the basis of facts and logic.

 

21

In order to save time and be seen as decisive, a manager should make decisions regarding change without seeking input from staff.

 

22

Decisions about change should be based on opinions as well as facts.

 

23

Managers should always maintain the authority to make the final decision when they ask for input from staff.

 

24

If staff participate in the decision to make a change, they are usually more enthusiastic in implementing it.

 

25

If a change has been implemented but isn't working out as expected, the change should be rescinded and the old way should be reinstated.

 

26

You've decided on a change and announced it. You then receive more data and now know the decision is a mistake. You should retract the decision and apologise for the mistake.

 

27

When you've decided on a change and announced it to your staff, you should never retract it - even if it is not well received.

 

28

People with negative attitudes toward change should be encouraged to quit.

 

29

If one employee energetically resists a change, you should clamp down hard on that person so the other staff won't do the same thing.

 

30

People will automatically accept changes decided on by experts.

 

31

You should tell your staff, as far in advance as practicable, about a change that will affect them.

 

32

People should be informed in advance of unpleasant changes as well as pleasant changes.

 

33

If a change is going to be resisted no matter what you do, there is no point in communicating the reasons for the change.

 

34

If a change is going to result in the termination of one or more people, this should be made clear before the change is implemented.

 

35

You should do everything you can to find other jobs for people whose jobs are eliminated by a change.

 

36

It's a good idea to "sell" a change to the natural leader among your staff before trying to sell it to the others.

 

37

It is usually better to communicate with a group concerning a change than to talk to each person individually.

 

38

Explaining the reasons for a change will always turn resistance into acceptance.

 

39

Logical explanation by a manager will not be accepted if the feelings of the staff are ignored.

 

40

If the right person introduces a change at the right time, in the right manner, it will always be accepted.

 

41

People who don't understand the reasons for a change will always resist it.

 

42

People are always worried about moving from an old office to a new one.

 

43

People are always worried about having new equipment to work with.

 

44

Some people are not anxious to be promoted to a job with more responsibility.

 

45

One of the most frequent reasons for employees' resentment of/resistance to change is the fear they might lose something.

 

46

The timing of a change can be very significant to its acceptance.

 

47

Before implementing a change, managers should evaluate to what extent staff will accept the change.

 

48

Once you've decided on a change, you should implement it immediately.

 

49

Most people will accept a change if managers explain that the change is necessary for the survival of the organisation.

 

50

When a change has been decided on, it is a good idea to get staff involved in helping you to implement the change.

 

(source: Donald Kirkpatrick, 1985)

(See Volume 5 for responses and comments)

Some comments on the pre-test

  • Change is very circumstantial, ie situational and contextual with very few "blacks and whites" and with many "shades of grey"
  • Change is not an "one-off event"; it is a continuous process
  • It is like having 2 jobs, ie while making the change, the operations of the organisation needs to continue

 

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