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42 Cards in this Set
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The ability to adjust oneself to changed, unexpected, or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas. |
Adaptability
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Which Element of Adaptability involves incorporating different thinkingstrategies and mental frameworks into your planning, decision making, and dayto day activities; and the ability to keep multiple scenarios in mind so you canadjust to changing, unexpected, or ambiguous situations? |
Cognitive Flexibility
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Name some ways to develop cognitive flexibility.
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Which Element of Flexibility is the ability to change how you deal with your own and others’ emotions. |
Emotional Flexibility
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Name some ways to develop emotional flexibility.
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Leaders who operate from a place of optimism grounded in realism and openness display what type of Element of Flexibility?
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Dispositional Flexibility |
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To develop dispositional flexibility leaders should:
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Be genuine, immerse oneself, accept change as positive, adapt their plans, build good networks and relationships (cast a wide net), rehearse (practice new skills and behaviors), be a mentor or coach, pay attention to life beyond work, and seek feedback. |
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The 5 Stage model depicting how people handle death, grief, and loss but can also be applied to some experiencing change was developed by whom?
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Dr. Elisabeth Kuber-Ross |
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In this stage, your people might say things like, “I can’t believethis is happening” or “Leadership will never buy off on this change.”Psychologically, this stage can be positive in that it gives your people timeto let the change sink in. However, you don’t want them to stay in this stage. |
Denial
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Once the initial shock of the change sets in, some of your peoplemight experience this stage and may start picking apart the details of the change… attemptingto find reasons why the change won’t work. As a leader, your first reaction tothis stage might be to respond in a harsh way. |
Anger Stage
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In this stage, your people might attempt to put off the change or findways to not implement the change. They may recommend alternatives to the change(something they may be more comfortable implementing) or try to put offimplementing the change until ‘the time is right’. |
Bargaining
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When your people realize their alternative plans won’t work, or theycan’t derail the change, this stage takes over. In your organization, it mightmanifest in ways such as a decrease in motivation from those that are normallymotivated, or a decrease in unit/work center productivity. They may makestatements like, “Why should I work hard now…things are just going to changeanyway.” |
Depression
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As your people realize the organizational change is going to happen,they should move into this stage. Sincethey now understand the change is inevitable, this could turn out to be a verycreative and productive stage. They may start to come up with ways to make theimplementation of the change less ‘painful’. |
Acceptance
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This tool was developed for visualizing how people experience change and is based on the perceptions, feelings, or aspirations triggered by external change.
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Janssen's Model of Change
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In this phase, people are satisfied with the ‘statusquo’ and are calm and comfortable with how things are. Productivity in yourorganization should be high as the norms are being maintained
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Contentment
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In this phase, you might encounter emotionalreactions from your people, such as anger or fear because they may be unawareof the details of the change or simply afraid of the uncertainty the change maycause.
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Denial
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What are two interpersonal skills one can apply to help better understand those in the Denial phase and help them work through their concerns.
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Share information - be honest and provide background info on the change Welcome input - encourage others to open up and express concerns |
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In this phase, your people are starting toaccept the change is going to happen…however, they might be a little scattered andunsure as to what to do next. They might be trying to understand how they fitinto the new change and what the new standards and expectations will be.
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Confusion
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In this phase, the change effort has gainedmomentum…a new sense of energy and commitment may be displayed towards thechange. At this point, emotionally, your people should be ready to help out establishing the new norms.
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Renewal
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Includes finding fault, ridiculing, appealing to fear, and manipulating. |
Active Resistance
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Includes agreeing verbally but not following through, feigning ignorance, and withholding information. |
Passive Resistance
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What is a benefit of positive resistance?
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Insightful and well-intended debate, criticism, or disagreement doesn’t necessarily equate to negative resistance, but rather may be intended to produce a better understanding of the change as well as additional options and solutions. |
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Which pressure for change is driven by your organization having to manage and deploy resources in ways that help attain and maintain optimal mission effectiveness?
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Internal Environment |
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Pressures for organizational change can come from this environment by innovations in information technology.
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External Environment
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What is a process of interaction and integration among the people, companies, and governments of different nations usually driven by international trade and investments, aided by information technology?
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Globalization |
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Also known as "increased stability", what can cause the perceived need to reduce the size of military forces and thus cause these smaller forces to increase their capabilities?
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Peace |
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These changes in the population can create friction and conflict and can cause organizations to make structural changes to policies and procedures that guarantee inclusion and equal treatment for all.
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Demographic Changes |
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What label is affixed to those individuals in an organization that see potential and opportunity in almost any situation?
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Innovators |
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What do we call members of an organization that are usually the social and opinion leaders that should be able to see the advantage in adopting the new ideas early on in the change process as long as they are provided information about the change?
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Early Adopters |
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Which members of an organization are an important link in the change process because they tend to represent mainstream thinking?
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Early Majority |
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Unlike the early majority, this group tends to be more skeptical of the change. They might not adopt the change until the early majority has adopted it…maybe even after feeling the weight of peer pressure from the early majority. |
Late Majority
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These individuals may be less educated and/or uninformed about the change, which tends to make them more close-minded and afraid of moving to a new norm. |
Laggards
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Which phase of Kurt Lewin's change process is intended to motivate you subordinates and help get them ready for change?
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Unfreezing |
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Which phase of Kurt Lewin's change process includes the movement from the old way of doing business to the new way?
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Changing |
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Which phase of Kurt Lewin's change process involves the locking in of the new processes/procedures until they are a permanent part of daily operations?
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Refreezing |
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MSgt Merk was just briefed her unit is adopting a new process for routing helpdesk trouble tickets. She became upset since a great deal of effort was spent getting her new airmen proficient at using the current process. Immediately, she thought about developing plans to address the change, but decided to talk with her mentor, SMSgt Bellard first. He reminded her to be more optimistic about the change, especially when trying to get her people on board. She agreed but also added that she has to be realistic with them about how difficult the change will be. After her discussion with SMSgt Bellard, she decided to talk with her people to find out what concerns they may have about the new process before taking action. MSgt Merk’s actions BEST illustrate the use of ______________Flexibility. a. Cognitive b. Emotional c. Dispositional |
B: According to the Change Management chapter, emotional flexibility involves using your support systems (talking with her mentor, SMSgt Bellard), facing reality (being optimistic and realistic about change), and listening (finding out what concerns her people may have). Although MSgt Merk thought about developing plans to address the change (which might hint at cognitive flexibility), she decided to talk with her mentor instead. |
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MSgt Keele returned from the unit weekly staff meeting and briefed his people about a new procedure that impacts how EPRs are submitted to the commander. While most of his people just listened, a few begin to express frustration…they argued that it will take more time than the current process. Even though MSgt Keele tried to explain the rationale behind the change, his rationales were countered with statements that support why the change will fail. Since many of them have experience with the unit’s current EPR approval process, they presented a new idea they think is better than the one MSgt Keele briefed. This scenario BEST illustrates _________ behavior towards the new procedure. a. Denial b. Bargaining c. Depression |
B: According to the Change Management chapter, bargaining behavior includes attempting to put off the change or recommending alternatives to the change. In this scenario, MSgt Keele’s people offer an alternative to the commander’s new process they think will work better. |
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Which of the following examples BEST identifies the reasons why globalization is a pressure for change? Globalization causes: a. Organizations to try to maintain a competitive advantage by managing and deploying resources; workplace policies and procedures to change based how the organization conducts its activities; changes in leadership philosophies and management styles due to high personnel turnover. b. Changes in policies in programs due to demographic diversity; the requirement for new training programs based on varied religious beliefs and language differences; the development of friction and conflict between demographic groups. c. Increased competition for quality workforces; communication problems due to wider differences in workforce skills, attitudes, and needs; challenges in building cohesion and common purpose because of organizational differences. |
C: According to the Change Management chapter, increased competition for quality workforces; communication problems due to wider differences in workforce skills, attitudes, and needs; challenges in building cohesion and common purpose because of organizational differences, are representative of pressure to change based on globalization. |
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MSgt Nagle is the superintendent of a flight of 50 people. As a result of a newly published Air Force Instruction, she has to implement changes to processes people have been doing for a long time. She knows she’s going to face major resistance, so she decides to give a pre-brief to a few selected people instead of telling everyone in the flight all at once. She feels this smaller, well respected group, tends to adapt to change well and seems to have the ability to ‘sell’ change to more resistant individuals easier. Even though she knows some people will be upset because they didn’t hear about the change early, she believes that by targeting and pre-briefing certain individuals first, she can minimize resistance and get the change implemented faster. MSgt Nagle’s decision to target the ____________ will MOST likely _________ her change effort. a. innovators; hinder b. innovators; enhance c. early adopters; hinder d. early adopters; enhance |
D: MSgt Nagle targets the early adopters. According to the Change Management chapter, they are usually your social and opinion leaders (well respected…have the ability to ‘sell’ change to more resistance individuals easier). To appeal to this group, you need to provide information about the change (she provides a pre-brief). As a result of her actions, she will most likely enhance her change effort. |
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SMSgt Wilson calls SSgt Sanford into her office and says, “I noticed you and your team seem unsure about the new changes we’ve implemented.” Sanford replies, “I know we have to execute the changes. I just think they increase the workload for my team rather than reducing it…I wish we still used the old process.” Wilson says, “I understand you and your people aren’t comfortable with the changes yet. Let’s rally everyone at 07:30 tomorrow morning to discuss it…maybe we can break the implementation up into smaller tasks versus one huge task. Hopefully, that might make things a little easier for everyone”. The next day after the morning meeting, Wilson notices Sanford and his team are more comfortable with the idea of the new process. SMSgt Wilson’s actions BEST illustrate her understanding of ______ and its impact on subordinate effectiveness. a. Roger’s Diffusion of Innovations b. Janssen’s Model of Change c. Lewin’s Phases of Change |
B: SMSgt Wilson’s actions best illustrate her understanding of the phases of Janssen’s Model of Change…specifically the Confusion phase. According to the Change Management chapter, the Confusion phase includes indications that your people are starting to accept the change, but are a little scattered or unsure as to what to do next (“seem unsure about the new changes”). They may experience anger due to the loss of the ‘old way of doing things’ (“To me it creates more work rather than alleviating extra steps…I wish we still used the old process”). In the scenario, Wilson uses some general guidelines for navigating through the Confusion phase, such as get people together and share information (“Let’s rally everyone at 0730 tomorrow morning to discuss it…”), and focus on short term goals (“…maybe we can break the implementation up into smaller tasks versus one huge task”). |
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SMSgt Bernard has been tasked by Chief Brock to implement a new program that requires major changes in her organization. Since Brock knows Bernard isn’t necessarily comfortable with change, he decides to mentor her. He begins by recommending Bernard take a look around the unit to identify any potential issues that might turn into problems during the transition. If so, she should create a few strategies to address them, just in case. Bernard interrupts by saying she might have a problem getting everyone on board with the change right away. Brock agrees, but says Bernard shouldn’t dismiss those that seem resistant…they might see something she doesn’t see. Finally, Brock ends by saying he knows the change will be challenging and time consuming, but she shouldn’t let her personal life suffer as a result of her professional duties. Bernard agrees and says she feels better about leading the change effort. Chief Brock’s comments BEST explain ________and its impact on SNCO effectiveness. a. adaptability b. resistance to change c. requirements for change |
A: According to the Change Management chapter, Chief Brock’s comments best explain adaptability. It includes cognitive flexibility (take a look around the unit to identify potential issues…create a few strategies to address them), emotional flexibility (Bernard shouldn’t dismiss those that seem resistant…they might see something she doesn’t see), and dispositional flexibility (She shouldn’t let her personal life suffer as a result of her professional duties). |
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After attending a unit briefing on how a reduction in deployments will change each section’s manning levels, MSgt White immediately goes over the details with his NCOICs. He explains, “I know this is a lot to take in at once. So, let’s take a few days to think about it. That way, I can gather more information about how the reduction will impact your subordinates and programs. We’ll meet again on Friday and put together a plan. I’ve already started to think about how I’m going to absorb the cut in our section overall, but we need to look at all programs that could be impacted by the reduction. If you need help between now and then, just let me know.” Because MSgt White _____________, his actions will MOST likely ____________ mission effectiveness. a. understands how to minimize resistance; enhance b. misunderstands how to minimize resistance; hinder c. understands pressures for change; enhance d. misunderstands pressures for change; hinder |
A: According to the Change Management chapter, MSgt White understands how to minimize resistance. He allows time for the change to sink in (“ …let’s take a few days to think about it”), knows why the change is necessary (“…I can gather more information about how the reduction will impact…”), is the change he wants to see (“I’ve already started to think about how I’m going to absorb the cut…”), and offers to help those struggling with the change (“If you need help…just let me know”). White’s actions will most likely enhance mission effectiveness. |
