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Change Management Flashcards

7 cards from real CBC practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.

Read the first 7 Change Management flashcards as text

  1. A business coach is guiding a client whose employees are resisting a new CRM system. According to Kotter's 8-step model, what should the leadership team establish FIRST?

    Answer: A sense of urgency around why the change matters

    Kotter's model begins with creating a sense of urgency so people understand why change is necessary now.

  2. In the ADKAR model of individual change, what does the 'A' at the beginning stand for?

    Answer: Awareness of the need for change

    ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement, beginning with awareness of why change is needed.

  3. A coaching client says, 'My team agreed to the reorganization in meetings, but nothing has actually changed in their daily behavior.' Which change management concept BEST describes this gap?

    Answer: Compliance without commitment

    Compliance without commitment occurs when people outwardly agree to change but do not internalize or act on it.

  4. According to Kurt Lewin's three-stage change model, what is the purpose of the 'unfreezing' stage?

    Answer: Preparing people to let go of existing habits and mindsets

    Unfreezing readies the organization by breaking down the existing status quo before new behaviors are introduced.

  5. A business coach notices a client organization launched five major initiatives in one quarter and employees seem disengaged and overwhelmed. What is this phenomenon called?

    Answer: Change fatigue

    Change fatigue is the exhaustion and disengagement that results from too many changes happening at once or in succession.

  6. When coaching an executive through organizational change, why is identifying 'quick wins' early in the process recommended?

    Answer: They build momentum and credibility for the larger change effort

    Quick wins demonstrate visible progress, which builds trust, momentum, and continued support for the change.

  7. A client's middle managers are blocking a change initiative because they fear losing authority. What is the MOST effective coaching-aligned strategy to address this resistance?

    Answer: Involve the managers in shaping the change and clarify their future roles

    Involving resisters in designing the change and addressing their role concerns converts fear into ownership.