Change Management & Adaptation Flashcards
7 cards from real CME 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 & Adaptation flashcards as text
An executive sponsor withdraws visible support for a change initiative midway through implementation. According to change management best practices, the MOST likely consequence is:
Answer: Change momentum stalls and resistance increases significantly
Visible executive sponsorship is a primary predictor of change success; withdrawal signals organizational doubt and empowers resistors.
Prosci's research consistently identifies which factor as the top contributor to change management success?
Answer: Active and visible executive sponsorship
Prosci's benchmarking studies consistently rank active, visible executive sponsorship as the number-one success factor in change management.
A technology rollout fails because employees revert to old processes after training ends. This indicates a failure in which phase of change?
Answer: Reinforcement and sustainment
Reverting to old behaviors after training points to inadequate reinforcement mechanisms such as recognition, accountability, and performance management alignment.
In Kotter's 8-Step model, what is the purpose of 'generating short-term wins'?
Answer: To build credibility and maintain momentum for the broader transformation
Short-term wins demonstrate progress, build confidence in the change vision, and counter skepticism that undermines sustained effort.
Which approach BEST manages stakeholder resistance from a group with high influence but low interest in a change initiative?
Answer: Monitor closely and keep them sufficiently satisfied to prevent interference
High-influence, low-interest stakeholders require enough engagement to keep them satisfied and prevent them from becoming active resistors.
Organizational ambidexterity in the context of change management refers to:
Answer: The ability to simultaneously exploit current capabilities and explore new ones
Organizational ambidexterity is the capacity to manage today's business efficiently while simultaneously adapting and innovating for the future.
When a change initiative spans multiple countries, the change manager must PRIMARILY account for:
Answer: Cultural differences in attitudes toward authority, uncertainty, and change
Cultural dimensions such as Hofstede's uncertainty avoidance and power distance significantly affect how change is received and must be factored into localization strategies.