CSC Change Management & Organizational Development Flashcards
6 cards from real CSC practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 6 CSC Change Management & Organizational Development flashcards as text
Which of the following is a key principle of Kotter's 8-Step Change Model's first step?
Answer: Creating a sense of urgency
Kotter's first step is to create a sense of urgency by helping stakeholders understand why change is necessary now.
A senior consultant is assessing organizational readiness for change. Which factor would MOST indicate low readiness?
Answer: High levels of current change fatigue and employee disengagement
High change fatigue and employee disengagement are strong indicators of low organizational readiness, requiring mitigation before new initiatives launch.
What does 'organizational culture' primarily refer to in the context of OD consulting?
Answer: The shared values, beliefs, and behaviors that shape how work gets done
Organizational culture refers to the shared values, beliefs, and behavioral norms that collectively shape how work is performed and decisions are made.
When using the McKinsey 7-S Framework for organizational diagnosis, which two elements are considered 'hard' elements?
Answer: Strategy and Structure
In the McKinsey 7-S Framework, Strategy and Structure (along with Systems) are the 'hard' elements because they are tangible and directly manageable.
A senior consultant recommends a 'parallel operations' approach during a systems transition. What is the PRIMARY benefit of this approach?
Answer: It allows both old and new systems to run simultaneously, reducing risk during cutover
Parallel operations reduce transition risk by running old and new systems simultaneously until the new system is validated and users are confident.
Which change management approach emphasizes that individual behavior change must occur before organizational change is possible?
Answer: The ADKAR model
The ADKAR model is built on the premise that organizational change only succeeds when individual employees move through defined personal change milestones.