Chapter 17: Leading Change

Chapter 17: Leading Change

 

Complete Chapter Questions With Answers

 

Sample Questions Are Posted Below

 

MULTIPLE CHOICE

 

1. When goals/outcomes are somewhat unclear in early preparation for a complex change, the manager and the change management team develop several acceptable goals/outcomes. This change in management approach is termed:

a.	Unfreezing.
b.	Nonlinear.
c.	Cybernetic.
d.	Linear.

 

ANS:   B

In complex situations with an uncertain change environment, a nonlinear approach that involves flexibility improves overall outcomes. Linear change is appropriate to stable, less complex, and more predictable situations.

 

REF:    Pages 326-328             TOP:    AONE competency: Leadership

 

2. The home health agency hired an expert in financial management to evaluate and propose a plan for reversing growing expenses and decreasing revenues. The expert is well respected, both personally and professionally, by members living in this small community. To be effective, staff will need to perceive this change agent as:

a.	Trusted, quiet.
b.	Flexible, informal.
c.	Credible, legitimate.
d.	Communicative, personable.

 

ANS:   C

To influence the decision, the expert must be seen as having knowledge that is credible and legitimate in relation to this particular situation.

 

REF:    Page 339         TOP:    AONE competency: Business Skills

 

3. The nurse manager frequently interacts with staff and other hospice facility employees. Communication was purposeful because the manager assessed current issues, such as specific satisfactions and dissatisfactions with the newly implemented computerized documentation system. Informally, the manager gathered available staff members to address similar learning needs. Many times, staff members were found coaching other staff about improving use of the new system. According to Senge (1990), the activities demonstrated in this example are:

a.	Dialogue, team learning.
b.	Resilience, personal mastery.
c.	Shared vision, systems thinking.
d.	Mental models, teachable moments.

 

ANS:   A

Building shared vision occurs when leaders involve all members in moving personal visions of the future into a consolidated vision common to members and leaders.

 

REF:    Pages 329-330             TOP:    AONE competency: Professionalism

 

4. The clinical coordinator expects the position description of the new wound care specialist to change nurses’ responsibilities in caring for clients with skin integrity problems. The best approach to address this need for change, yet to have the best outcomes for clients, staff nurses, and the organization, is to:

a.	Select one of the change models.
b.	Use Lewin’s model and principles of change.
c.	Apply both planned and nonlinear approaches.
d.	Form a task force of nursing staff and wound care specialists.

 

ANS:   C

This situation potentially involves incremental change (building awareness and knowledge), using a linear approach as well as a nonlinear approach to engage a wide variety of participants with varying needs and values.

 

REF:    Pages 326-330             TOP:    AONE competency: Leadership

 

5. Complex change situations require that the change leader promote ongoing visioning among staff members. One strategy is to:

a.	Consciously evaluate invisible mental models.
b.	Allow for individual outcomes.
c.	Encourage cooperative activities.
d.	Operate between order and disorder.

 

ANS:   A

Senge’s theory on change suggests that each individual or organization bases activities on a set of assumptions, or a set of beliefs, or mental pictures about the way that the world should work. When these invisible models are uncovered and consciously evaluated, it is possible to determine their influences on work accomplishment.

 

REF:    Page 329, 330                         TOP:    AONE competency: Professionalism