A. Which of the following strategies for dealing with resistance to change is mo

Question

A. Which of the following strategies for dealing with resistance to change is most appropriate when the resistance is caused by a fear of the unknown?

Select one:

1. Participation and involvement

2. Negotiation and agreement

B. Which of the following is a disadvantage of using the facilitation and support strategy to deal with resistance to change?

Select one:

1. It takes time and can be expensive.

2. It overpowers resistance through force.

C. Which of the following is a difference between dialogic organizational development (OD) and diagnostic organizational development (OD)?

Select one:

1. Dialogic OD uses the processes of unfreeze, change, and freeze to manage change, whereas diagnostic OD uses no systematic steps to manage change.

2. A consultant is an involved facilitator in dialogic OD, whereas he or she is a neutral facilitator in diagnostic OD.

3. Central to the diagnostic approach is the view that "real change" only occurs when mindsets are altered, whereas the dialogic approach focuses on making changes at the management level.

D. The approach and the values underpinning organization development (OD) were predominantly developed in:

Select one:

1. the United States.

2. South America.

3. Japan.

E. Which of the following is NOT one of Barry Staw and Jerry Ross's factors that lead to escalation?

Select one:

1. Project determinants

2. Economic determinants

3. Social determinants

Explanation / Answer

A. Which of the following strategies for dealing with resistance to change is most appropriate when the resistance is caused by a fear of the unknown?

Select one:

1. Participation and involvement

2. Negotiation and agreement

When employees fear the unknown and resist the best method would be facilitating and supporting them –by listening to them and helping them acquire new skills and adapt to the environment. Another alternative is participation and involvement of employees in the ongoing change process so that they understand what is happening. This involves the change initiators listening to the employees and using them in change. This leads to commitment and compliance

Negotiation is useful when it is obvious that someone one will suffer/lose and he is also powerful to disrupt the change process

B. Which of the following is a disadvantage of using the facilitation and support strategy to deal with resistance to change?

Select one:

1. It takes time and can be expensive.

2. It overpowers resistance through force.

Facilitation and support strategy- her resistance to change is overcome by offering support to the employees who resist in terms of listening to their queries and helping them to adapt to the change by offering them training/education/emotional support to acquire new skills. But the drawback is it can be time-consuming and may not work always

C. Which of the following is a difference between dialogic organizational development (OD) and diagnostic organizational development (OD)?

Select one:

1. Dialogic OD uses the processes of unfreezing, change, and freeze to manage change, whereas diagnostic OD uses no systematic steps to manage change.

2. A consultant is an involved facilitator in dialogic OD, whereas he or she is a neutral facilitator in diagnostic OD.

3. Central to the diagnostic approach is the view that "real change" only occurs when mindsets are altered, whereas the dialogic approach focuses on making changes at the management level.

The Dialogic OD consultant collaborates with members of the organization and becomes part of the ongoing planning activities that reshape and transform the organization. They become a part of the system. Change process need not be top-down. It can start anywhere and move

Here organizations are considered as socially constructed realities. Inquiry and reflection help to understand and change the system .here emphasis on changing mindsets. Here consultant collaborate sand becomes part of the system and ongoing activities

Diagnostic OD-    Planned and top-down approach with emphasize on changing behaviors. Here first they diagnose the problems and then move towards changing behaviour

D. The approach and the values underpinning organization development (OD) were predominantly developed in:

Select one:

1. The United States.

2. South America.

3. Japan.

Organisational development approach, frameworks, and the values are predominantly developed in the United States

E. Which of the following is NOT one of Barry Staw and Jerry Ross's factors that lead to escalation?

Select one:

1. Project determinants

2. Economic determinants

3. Social determinants

Escalation happens when managers stick with something for longer than enough even though it is failing. Managers stick to such projects beyond economically rational. The main factors are

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