CMP Organizational Development 2 — Questions and Answers
Question 1: Which organizational change model uses the stages of 'Unfreeze, Change, Refreeze' to guide transformation?
- Kotter's 8-Step Model
- Lewin's Change Management Model (Correct answer)
- ADKAR Model
- McKinsey 7-S Framework
Correct answer: Lewin's Change Management Model
Lewin's Change Management Model describes change as a three-stage process: unfreezing existing behaviors, making the change, then refreezing new behaviors.
Question 2: In the context of capture management, what is the primary purpose of conducting a 'lessons learned' session after a bid loss?
- To assign blame for the loss to specific team members
- To identify process improvements and refine future capture strategies (Correct answer)
- To satisfy contractual obligations with the customer
- To document why the competitor's price was lower
Correct answer: To identify process improvements and refine future capture strategies
Post-bid lessons learned sessions are conducted to extract actionable insights that improve win rates and strengthen organizational capture processes.
Question 3: Which leadership style is MOST effective when leading a newly assembled capture team with unclear roles and low cohesion?
- Delegating
- Participating
- Selling/Coaching
- Directing (Correct answer)
Correct answer: Directing
A directing style (high task, low relationship) is most effective for new teams needing structure, clear role definition, and explicit guidance.
Question 4: A capture manager notices that key subject matter experts consistently miss proposal deadlines. What organizational development intervention is MOST appropriate?
- Replace all SMEs with external consultants
- Conduct a workload analysis and realign resource allocation (Correct answer)
- Increase the number of daily status meetings
- Penalize SMEs financially for missed deadlines
Correct answer: Conduct a workload analysis and realign resource allocation
A workload analysis identifies systemic resource constraints, allowing the organization to address root causes rather than symptoms of missed deadlines.
Question 5: What is 'organizational culture' in the context of a capture management organization?
- The physical office layout and facilities design
- The shared values, beliefs, and behaviors that shape how work gets done (Correct answer)
- The formal hierarchy and reporting structure
- The technology platforms used for proposal development
Correct answer: The shared values, beliefs, and behaviors that shape how work gets done
Organizational culture comprises the shared values, beliefs, and behavioral norms that influence how team members approach capture and proposal work.
Question 6: When an organization transitions from a functional structure to a matrix structure for capture activities, what is a common challenge that must be managed?
- Reduced access to technical expertise
- Dual reporting relationships creating role ambiguity (Correct answer)
- Inability to pursue large government contracts
- Elimination of specialized skill development
Correct answer: Dual reporting relationships creating role ambiguity
Matrix structures create dual reporting lines (functional manager and project/capture manager), which can cause confusion about priorities and accountability.
Question 7: In organizational development, what does 'change saturation' refer to?
- The point at which an organization has fully adopted a new process
- The condition where too many simultaneous changes overwhelm employees' capacity to adapt (Correct answer)
- A training methodology for rapid skill development
- The maximum number of personnel allowed on a capture team
Correct answer: The condition where too many simultaneous changes overwhelm employees' capacity to adapt
Change saturation occurs when the volume and pace of organizational changes exceed employees' ability to absorb and adapt, leading to resistance and burnout.
CMP Organizational Development 2
Which organizational change model uses the stages of 'Unfreeze, Change, Refreeze' to guide transformation?