1. Command and Leadership Program Practical Testing Module.
Welcome to the NJSACOP
Command and Leadership Program
Practical Testing Module.
Please place your program in Slide Show Mode in order to begin. There is a navigation bar at the bottom of each page that will take you through the entire module. Simply place your cursor over the process you want to follow and left click from your mouse.
To start your tour, left click on CONTENTS PAGE, located at the bottom right of this page. If you wish to end your tour now, simply left click on END.
On behalf of the entire Command & Leadership Staff, we hope this Practical Tutorial, aids you in a complete grasp of the program concepts and process.
CONTENTS PAGE
END

2. TESTING CONTENTS: AREA IV Lesson #28 Lesson #29 Lesson #30 Lesson #31
Simply place your cursor over the Chapter Number in Green and Left click to begin that chapter. If you wish to enter another Chapter or Area, simply hit the Escape Key, close this Chapter, and return to the main folder.
AREA IV
THE ORGANIZATIONAL SYSTEM
Lesson #28
Organizational Environment
Lesson #29
Organizational Culture
Lesson #30
Leading Change
Lesson #31
Ethical Dimension of Leadership
END

3. This exercise provides practice in determining the potential or actual sources of resistance to change as well as practice in selecting appropriate strategies to overcome that resistance,
TO THE QUESTIONS
CONTENTS PAGE
END

4. INSTRUCTIONS: Read the following brief situations and then select
CHAPTER #30
Leading Change
INSTRUCTIONS: Read the following brief situations and then select
from the included list of the ten possible sources of resistance. Then select a strategy other than coercion to overcome that source of resistance.
Simply place your curser on the answer you want to select and left click with your mouse. This will take you to a response page indicating that you have made the correct or incorrect selection. At the bottom of each page is a navigation tool bar that will aid you in working your way through the entire practice testing module.
TO THE QUESTIONS
CONTENTS PAGE
END

5. Leading Change
Chapter #30 Part #1 Question #1
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
A. Fear That the Individual Will Lose Something of Value
B. Suspicion of Being Exploited
C. Fear That They Will be Unable to Learn New Skills
D. Absence of Perceived Need to Change
E. Past Experience
F. Threat to Group Norms
G. Threat to Cohesion
H. Time
I. Tradition
J. Organization Design
NEXT TEST
CONTENTS PAGE
END

6. A. Fear That the Individual Will Lose Something of Value
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
A. Fear That the Individual Will Lose Something of Value
A. INCORRECT. This is an individual-level source of resistance which includes losing things such as seniority, esteem, power, influence, autonomy, etc. The evidence provided in the situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

7. B. Suspicion of Being Exploited
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
B. Suspicion of Being Exploited
INCORRECT. This is an individual-level source of resistance where individuals may feel that they are being exploited. The manner in which the change is implemented or individual's perception of the change may suggest that they are not really important to the organization. The evidence provided in the situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

8. C. Fear That They Will be Unable to Learn New Skills
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
C. Fear That They Will be Unable to Learn New Skills
C. CORRECT. Fear that they will be unable to learn new skills is an individual-level source of resistance and we can see that Sergeant Sikes is uncomfortable about the transition to computerization. Based on the
evidence we have, it appears that his resistance is due mostly to his unfamiliarity with computers and his perception about how difficult it is to learn.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

9. D. Absence of Perceived Need to Change
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
D. Absence of Perceived Need to Change
D. INCORRECT. This is an individual-level source of resistance where there is an absence of a perceived need to change. Individuals in the organization disagree with the need for change because they assess the situation from a different point of view than the leader. Evidence in the
situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

10. Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
E. Past Experience
E. INCORRECT. This is an individual-level source of resistance due to organizational members past experience(s) with change, i.e., there was either unanticipated or negative consequences with past changes. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

11. Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
F. Threat to Group Norms
F. INCORRECT. This is a group-level source of resistance resulting from an anticipated threat to group norms. The group may resist change if the change is viewed as threatening to those informal rules that guide and influence he behavior of group members. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

12. Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
G. Threat to Cohesion
G. INCORRECT. Threat to cohesion is a group-level source of resistance that develops as a result of changes that threaten to alter the integrity of the group.. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

13. Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
H. Time
H. INCORRECT. Time is an organizational-level source of resistance due to members expectation that there is not enough time to implement the change and at the same time continue to pursue goals that are considered to be very important. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

14. Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
I. Tradition
I. INCORRECT. Tradition is an organizational-level source of resistance. Tradition develops over a long period of time, it is "a mode of thought or behavior followed continuously from generation to generation." There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

15. Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
J. Organization Design
J. INCORRECT. Organizational design is a source of resistance due to the organization's structure. Some organizations are so large and complicated that any change is almost impossible. For example, the nature of most large bureaucracies (ie. public agencies) is such that any proposed change has to get approved by so many people and departments that the very nature of the organizational structure inhibits change. On the other hand, the smaller and flatter the organizational design, the easier it is to implement change. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

16. What strategy (other than coercion) would you use to
Leading Change
Chapter #30 Part #1B Question #1
What strategy (other than coercion) would you use to
overcome the resistance?
SELECT THE BEST ANSWER.
A. Demonstrate Need for Change
B. Allow Subordinates to Participate
C. Insure Additional Training is Received
D. Leader Shows Ownership
E. Make Changes Incrementally
NEXT TEST
CONTENTS PAGE
END

17. A. Demonstrate Need for Change
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
A. Demonstrate Need for Change
A. INCORRECT. Sergeant Sikes resistance to change is a result of his fear of not being able to learn the new skills required to use the computer system. Demonstrating a need for change will not help him. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

18. B. Allow Subordinates to Participate
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
B. Allow Subordinates to Participate
B. INCORRECT. Sergeant Sikes resistance to change is a result of his fear of not being able to learn the new skills required for computerization. Allowing subordinates (Sergeant Sikes) to participate will not overcome the resistance in this case. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

19. C. Insure Additional Training is Received
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
C. Insure Additional Training is Received
C. CORRECT. Insuring that training is received which will alleviate Sergeant Sikes' uncertainty about his ability to utilize/operate the computer system.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

20. D. Leader Shows Ownership
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
D. Leader Shows Ownership
D. INCORRECT. Sergeant Sikes resistance to change is a result of his fear of not being able to learn the new skills required for computerization. The leader showing ownership, while important, will not overcome Sergeant Sikes resistance. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

21. E. Make Changes Incrementally
Sergeant Sikes, Records Bureau Sergeant, was very uncomfortable about the transition of the Records Bureau from manual to computerization. "Sir, I don't like this; don't like it at all. Those new fangled computers are a real nightmare. You know I've never worked on them before. I hear it takes a brain surgeon to figure out how to use them" Obviously, the use of computers was something very foreign to him.
E. Make Changes Incrementally
E. INCORRECT. Sergeant Sikes' resistance to change is a result of his fear of not being able to learn the new skills required for computerization. While making changes incrementally may be a good additional strategy to use, it does not address the source of Sergeant Sikes' resistance. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

22. Leading Change
Chapter #30 Part #1 Question #2
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
A. Fear That the Individual Will Lose Something of Value
B. Suspicion of Being Exploited
C. Fear That They Will be Unable to Learn New Skills
D. Absence of Perceived Need to Change
E. Past Experience
F. Threat to Group Norms
G. Threat to Cohesion
H. Time
I. Tradition
J. Organization Design
NEXT TEST
CONTENTS PAGE
END

23. A. Fear That the Individual Will Lose Something of Value
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
A. Fear That the Individual Will Lose Something of Value
A. CORRECT. This is an individual-level source of resistance which includes losing things such as seniority, esteem, power, influence, autonomy, etc. Lieutenant Perry and the Department Vehicle Maintenance Sergeants will lose esteem, "probably become nothing more than glorified clerks", and autonomy, "No longer would he be able to personally plan the department's maintenance program."
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

24. B. Suspicion of Being Exploited
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
B. Suspicion of Being Exploited
B. INCORRECT. This is an individual-level source of resistance where individuals may feel that they are being exploited. The manner in which the change is implemented or individual's perception of the change may suggest that they are not really important to the organization. The evidence provided in the situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

25. C. Fear That They Will be Unable to Learn New Skills
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
C. Fear That They Will be Unable to Learn New Skills
C. INCORRECT. Fear that they will be unable to learn new skills is an individual-level source of resistance, but there is nothing to indicate that this is a source of resistance in this situation. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

26. D. Absence of Perceived Need to Change
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
D. Absence of Perceived Need to Change
D. INCORRECT. This is an individual-level source of resistance where there is an absence of a perceived need to change. Individuals in the organization disagree with the need for change because they assess the situation from a different point of view than the leader. Evidence in the
situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

27. Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
E. Past Experience
E. INCORRECT. This is an individual-level source of resistance due to organizational members past experience(s) with change, i.e., there was either unanticipated or negative consequences with similar changes in the past. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

28. Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
F. Threat to Group Norms
F. INCORRECT. This is a group-level source of resistance resulting from an anticipated threat to group norms. The group may resist change if the change is viewed as threatening to those informal rules that guide and influence the behavior of group members. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

29. Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
G. Threat to Cohesion
G. INCORRECT. Threat to cohesion is a group-level source of resistance that develops as a result of changes that threaten to alter the integrity of the group.. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

30. Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
H. Time
H. INCORRECT. Time is an organizational-level source of resistance due to members expectation that there is not enough time to implement the change and at the same time continue to pursue goals that are considered to be very important. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

31. Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
I. Tradition
I. INCORRECT. Tradition is an organizational-level source of resistance. Tradition develops over a long period of time, it is "a mode of thought or behavior followed continuously from generation to generation." There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

32. Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
J. Organization Design
J. INCORRECT. Organizational design is a source of resistance due to the organization's structure. Some organizations are so large and complicated that any change is almost impossible. For example, the nature of most large bureaucracies (ie. public agencies) is such that any proposed change has to get approved by so many people and departments that the very nature of the organizational structure inhibits change. On the other hand, the smaller and flatter the organizational design, the easier it is to implement change.
TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

33. What strategy (other than coercion) would you use to
Leading Change
Chapter #30 Part #1B Question #2
What strategy (other than coercion) would you use to
overcome the resistance?
SELECT THE BEST ANSWER.
A. Demonstrate Need for Change
B. Allow Subordinates to Participate
C. Insure Additional Training is Received
D. Leader Shows Ownership
E. Make Changes Incrementally
NEXT TEST
CONTENTS PAGE
END

34. A. Demonstrate Need for Change
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
A. Demonstrate Need for Change
A. CORRECT. Demonstrating a need for change by explaining how the new method will be better for both the police department and the city will help Lieutenant Perry and the Department Vehicle Maintenance Sergeants understand the necessity for the change. Also, allowing Lieutenant Perry (and other subordinates) to participate may help overcome the resistance in this case.
KEEP LOOKING
NEXT TEST
CONTENTS PAGE
END

35. B. Allow Subordinates to Participate
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
B. Allow Subordinates to Participate
B. CORRECT. Lieutenant Perry's resistance to change is a result of the fear of losing something of value. Allowing Lieutenant Perry (and other subordinates) to participate may help overcome the resistance in this case. Also, demonstrating a need for change by explaining how the new method will be better for both the police department and the city may help Lieutenant Perry and the Vehicle Maintenance Sergeants understand the necessity for the change.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

36. C. Insure Additional Training is Received
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
C. Insure Additional Training is Received
C. INCORRECT. Insuring that additional training is received will not overcome the resistance here since skills and training are not an issue. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

37. D. Leader Shows Ownership
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
D. Leader Shows Ownership
D. INCORRECT. The leader showing ownership, while important, is unlikely to overcome the resistance here. Lieutenant Perry, and possibly the other Vehicle Maintenance Sergeants feel they are losing something of value and the leader showing ownership of the change does not overcome this source of resistance. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

38. E. Make Changes Incrementally
Lieutenant Perry, the department vehicle maintenance Lieutenant, was extremely upset about the forthcoming consolidation of maintenance activities at the city level. The department vehicle maintenance Department had always been a highly respected group of people in this department, but with this consolidation, he would probably become nothing more than glorified clerks. No longer would they be able to personally plan the Department maintenance program.
E. Make Changes Incrementally
E. INCORRECT. While making changes incrementally may be a good additional strategy to use, it does not address the source of Lieutenant Perry's resistance. TRY AGAIN
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

39. Leading Change
Chapter #30 Part #1 Question #3
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
A. Fear That the Individual Will Lose Something of Value
B. Suspicion of Being Exploited
C. Fear That They Will be Unable to Learn New Skills
D. Absence of Perceived Need to Change
E. Past Experience
F. Threat to Group Norms
G. Threat to Cohesion
H. Time
I. Tradition
J. Organization Design
NEXT TEST
CONTENTS PAGE
END

40. A. Fear That the Individual Will Lose Something of Value
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
A. Fear That the Individual Will Lose Something of Value
A. INCORRECT. This is an individual-level source of resistance which includes losing things such as seniority, esteem, power, influence, autonomy, etc. Captain Weyant has not expressed a fear of losing anything of value. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

41. B. Suspicion of Being Exploited
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
B. Suspicion of Being Exploited
B. INCORRECT. This is an individual-level source of resistance where individuals may feel that they are being exploited. The manner in which the change is implemented or individual's perception of the change may suggest that they are not really important to the organization. The evidence provided in the situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

42. C. Fear That They Will be Unable to Learn New Skills
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
C. Fear That They Will be Unable to Learn New Skills
C. INCORRECT. Fear that they will be unable to learn new skills is an individual-level source of resistance, but there is nothing to indicate that this is a source of resistance in this situation. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

43. D. Absence of Perceived Need to Change
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
D. Absence of Perceived Need to Change
D. CORRECT. This is an individual-level source of resistance where there is an absence of a perceived need to change. Individuals in the organization may disagree with the need for change because they assess the situation from a different point of view than the Chief. Here Captain Weyant does not see anything wrong with the old evaluation system, so why change.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

44. This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
E. Past Experience
E. INCORRECT. This is an individual-level source of resistance due to organizational members past experience(s) with change, i.e., there was either unanticipated or negative consequences with past changes. Even though Captain Weyant says that this is the third change that she's seen, she does not mention anything that would lead us to believe that she had a negative experience with any of the past two changes.
TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

45. This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
F. Threat to Group Norms
F. INCORRECT. This is a group-level source of resistance resulting from an anticipated threat to group norms. The group may resist change if the change is viewed as threatening to those informal rules that guide and influence the behavior of group members. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

46. This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
G. Threat to Cohesion
G. INCORRECT. Threat to cohesion is a group-level source of resistance that develops as a result of changes that threaten to alter the integrity of the group. There is no evidence to support this choice.
TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

47. This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
H. Time
H. INCORRECT. Time is an organizational-level source of resistance due to members expectation that there is not enough time to implement the change and at the same time continue to pursue goals that are considered to be very important. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

48. This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
I. Tradition
I. INCORRECT. Tradition is an organizational-level source of resistance. Tradition develops over a long period of time. It is "a mode of thought or behavior followed continuously from generation to generation." There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

49. This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
J. Organization Design
J. INCORRECT. Organizational design is a source of resistance due to the organization's structure. Some organizations are so large and complicated that any change is almost impossible. For example, the nature of most large bureaucracies (ie. public agencies) is such that any proposed change has to get approved by so many people and departments that the very nature of the organizational structur inhibits change. On the other hand, the smaller and flatter the organizational design, the easier it is to implement change. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

50. What strategy (other than coercion) would you use to
Leading Change
Chapter #30 Part #1B Question #3
What strategy (other than coercion) would you use to
overcome the resistance?
SELECT THE BEST ANSWER.
A. Demonstrate Need for Change
B. Allow Subordinates to Participate
C. Insure Additional Training is Received
D. Leader Shows Ownership
E. Make Changes Incrementally
NEXT TEST
CONTENTS PAGE
END

51. A. Demonstrate Need for Change
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
A. Demonstrate Need for Change
A. CORRECT. Demonstrating a need for change by explaining how the new evaluation system will be better for the department and will help Captain Weyant understand the necessity for the change. This demonstration should come from several sources: e.g., Deputy Chief and Chief. It is important for her to know how they will use this new
evaluation system--how it will impact on her, personally.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

52. B. Allow Subordinates to Participate
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
B. Allow Subordinates to Participate
B. INCORRECT. While allowing Captain Weyant to participate in this change may help implement the change, it will not alleviate the actual cause of her resistance in the first place--an absence of perceived need for change. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

53. C. Insure Additional Training is Received
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
C. Insure Additional Training is Received
C. INCORRECT. Insuring that additional training is received will not overcome the resistance here, since skills and training are not an issue. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

54. D. Leader Shows Ownership
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
D. Leader Shows Ownership
D. INCORRECT. The Chief showing ownership, while important for the success of the new evaluation system, will not overcome the source of resistance here. Captain Weyant does not see a need for changing the old evaluation system. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

55. E. Make Changes Incrementally
This was the third change in the officer evaluation report system Captain Weyant had seen since entering the Department. She couldn't understand what was wrong with the old system; it seemed to have worked very well.
E. Make Changes Incrementally
E. INCORRECT. While making changes incrementally may be a good additional strategy to use, it does not address the source of Captain Weyant's resistance. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

56. Leading Change
Chapter #30 Part #1 Question #4
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
A. Fear That the Individual Will Lose Something of Value
B. Suspicion of Being Exploited
C. Fear That They Will be Unable to Learn New Skills
D. Absence of Perceived Need to Change
E. Past Experience
F. Threat to Group Norms
G. Threat to Cohesion
H. Time
I. Tradition
J. Organization Design
NEXT TEST
CONTENTS PAGE
END

57. A. Fear That the Individual Will Lose Something of Value
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
A. Fear That the Individual Will Lose Something of Value
A. CORRECT. This is normally viewed as an individual-level source of resistance which includes losing things such as seniority, esteem, power, influence, autonomy, etc.. However, groups are made up of individuals, and each individual in the Street Crimes Unit may fear losing something of value. In addition to losing some valued norms, they may have actually valued doing their missions. Now, it is seen as nothing special, i.e. routine police work.
There are three correct responses to this question.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

58. B. Suspicion of Being Exploited
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
B. Suspicion of Being Exploited
B. INCORRECT. This is an individual-level source of resistance where individuals may feel that they are being exploited. The manner in which the change is implemented or individual's perception of the change may suggest that they are not really important to the organization. The evidence provided in the situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

59. C. Fear That They Will be Unable to Learn New Skills
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
C. Fear That They Will be Unable to Learn New Skills
C. INCORRECT. Fear that they will be unable to learn new skills is an individual-level source of resistance. There is nothing to indicate that this is a source of resistance in this situation. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

60. D. Absence of Perceived Need to Change
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
D. Absence of Perceived Need to Change
D. INCORRECT. Absence of a perceived need to change is an individual-level source of resistance where individuals in the organization may disagree with the need for change because they assess the situation from a different point of view than the leader. There is no evidence here to support this as the source of resistance. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

61. "Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
E. Past Experience
E. INCORRECT. This is an individual-level source of resistance due to organizational members past experience(s) with change, i.e., there was either unanticipated or negative consequences with similar changes in the past. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

62. There are three correct responses to this question.
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
F. Threat to Group Norms
CORRECT. This is a group-level source of resistance resulting from an anticipated threat to group norms. The group may resist change if the change is viewed as threatening to those informal rules that guide and influence the behavior of group members. The norm has been that the Street Crime Unit had their own stat listing, but with the new consolidated plan the Street Crimes Unit would no longer have its own statistical listing, rather all three units would be consolidated under the overall Criminal Investigation Unit.
There are three correct responses to this question.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

63. There are three correct responses to this question.
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
G. Threat to Cohesion
G. CORRECT. Threat to cohesion is a group-level source of resistance that develops as a result of changes that threaten to alter the integrity of the group. The Street Crimes Unit had really pulled together and shown a lot of pride in its work product which was reflective in its
stats, but the new plan of consolidation will take all their recognition away.
There are three correct responses to this question.
KEEP LOOKING
NEXT TEST
CONTENTS PAGE
END

64. "Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
H. Time
H. INCORRECT. Time is an organizational-level source of resistance stemming from members expectation that there is not enough time to implement the change and at the same time continue to pursue goals that are considered to be very important. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

65. "Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
I. Tradition
I. INCORRECT. Tradition is an organizational-level source of resistance. Tradition develops over a long period of time, it is "a mode of thought or behavior followed continuously from generation to generation." There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

66. "Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
J. Organization Design
J. INCORRECT. Organizational design is a source of resistance due to the organization's structure. Some organizations are so large and
complicated that any change is almost impossible. For example, the
nature of most large bureaucracies (ie. public agencies) is such tha any proposed change has to get approved by so many people and departments that the very nature of the organizational structure inhibits change. On the other hand, the smaller and flatter the
organizational design, the easier it is to implement change.
TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

67. What strategy (other than coercion) would you use to
Leading Change
Chapter #30 Part #1B Question #4
What strategy (other than coercion) would you use to
overcome the resistance?
SELECT THE BEST ANSWER.
A. Demonstrate Need for Change
B. Allow Subordinates to Participate
C. Insure Additional Training is Received
D. Leader Shows Ownership
E. Make Changes Incrementally
NEXT TEST
CONTENTS PAGE
END

68. A. Demonstrate Need for Change
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
A. Demonstrate Need for Change
A. CORRECT. Demonstrate a need for change by emphasizing how the department's overall mission will be improved by consolidation under the Criminal Invest. Unit. Also, allowing Sergeant Treadner to participate in the consolidation effort will help reduce his resistance. This will allow him to have input into the consolidation effort, thereby increasing the chance of his acceptance.
KEEP LOOKING
NEXT TEST
CONTENTS PAGE
END

69. B. Allow Subordinates to Participate
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
B. Allow Subordinates to Participate
B. CORRECT. Allowing Sergeant Treadner to participate in the consolidation effort will help reduce his resistance. This will allow him to have input into the consolidation effort, thereby increasing the chance of his acceptance. Also, demonstrating a need for change, by emphasizing how the department's overall mission will be improved by consolidation under the Criminal Invest Unit., will help reduce resistance.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

70. C. Insure Additional Training is Received
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
C. Insure Additional Training is Received
C. INCORRECT. Insuring that additional training is received will not overcome the resistance here, since skills and training are not an issue. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

71. D. Leader Shows Ownership
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
D. Leader Shows Ownership
D. INCORRECT. The leader showing ownership, while important for success, will not overcome the source of resistance here. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

72. E. Make Changes Incrementally
"Sir, this consolidation of the ABC, Prostitution, and Street Crimes Unit statistics in with the Criminal Invest Bureau stinks, exclaimed Sergeant Treadner. "My Street Crime Unit used to really pull together and took
a lot of pride in their duties when we had a specific list of our statistics. Now, that all of the stats will be combined with the overall Criminal Invest Bureau stats, there will be no individual unit recognition."
E. Make Changes Incrementally
E. INCORRECT. While making changes incrementally may be a good additional strategy to use, it does not address the source of Sergeant Treadner's resistance. TRY AGAIN
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

73. Chapter #30 Part #1 Question #5
Leading Change
Chapter #30 Part #1 Question #5
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
A. Fear That the Individual Will Lose Something of Value
B. Suspicion of Being Exploited
C. Fear That They Will be Unable to Learn New Skills
D. Absence of Perceived Need to Change
E. Past Experience
F. Threat to Group Norms
G. Threat to Cohesion
H. Time
I. Tradition
J. Organization Design
NEXT TEST
CONTENTS PAGE
END

74. A. Fear That the Individual Will Lose Something of Value
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
A. Fear That the Individual Will Lose Something of Value
A. CORRECT. This is an individual-level source of resistance which includes losing things such as seniority, esteem, job, power, influence, autonomy, etc. Your senior platoon sergeant might view your doing the inspections as taking away an important source of power from him. He may very well resist this change due to a fear of losing something of value: power, influence and autonomy.
There are two correct responses to this question.
KEEP LOOKING
NEXT TEST
CONTENTS PAGE
END

75. B. Suspicion of Being Exploited
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
B. Suspicion of Being Exploited
B. INCORRECT. This is an individual-level source of resistance where individuals may feel that they are being exploited. The manner in which the change is implemented or individual's perception of the change may suggest that they are not really important to the organization. The evidence provided in the situation does not support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

76. C. Fear That They Will be Unable to Learn New Skills
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
C. Fear That They Will be Unable to Learn New Skills
C. INCORRECT. Fear that they will be unable to learn new skills is an individual-level source of resistance. There is nothing to indicate that this is a source of resistance in this situation. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

77. D. Absence of Perceived Need to Change
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
D. Absence of Perceived Need to Change
D. CORRECT. Absence of a perceived need to change is an individual-level source of resistance where individuals in the organization may disagree with the need for change because they assess the situation from a different point of view than the leader. Clearly, in this case, your senior platoon sergeant does not agree with your decision to personally inspect. He does not see the need for this change because he states "we haven't had any real problems...why mess with it?
There are two correct responses to this question.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

78. You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
E. Past Experience
E. INCORRECT. This is an individual-level source of resistance stemming from organizational members past experience(s) with change, i.e., there was either unanticipated or negative consequences with similar changes in the past. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

79. You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
F. Threat to Group Norms
F. INCORRECT. This is a group-level source of resistance resulting from an anticipated threat to group norms. The group may resist change if it is viewed as threatening to those informal rules that guide and influence the behavior of group members. While all Sergeants, as a group, may also resist this change and they certainly might view it as a norm that Sergeants inspect officers' uniforms and weapons, we only have evidence here that your senior platoon sergeant is resisting.
TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

80. You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
G. Threat to Cohesion
G. INCORRECT. Threat to cohesion is a group-level source of resistance that develops as a result of changes that threaten to alter the integrity of the group. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

81. You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
H. Time
H. INCORRECT. Time is an organizational-level source of resistance rising from members expectation that there is not enough time to implement the change and at the same time continue to pursue goals that are considered to be very important. There is no evidence to support this choice. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

82. You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
I. Tradition
I. INCORRECT. Tradition is an organizational-level source of resistance. Tradition develops over a long period of time. It is "a mode of thought or behavior followed continuously from generation to generation." While your senior platoon sergeant says that he has always inspected and that it's Sergeants business, this does not fit our definition of a tradition. As much as he might like to think that traditionally, Sergeants everywhere have always done these inspections, he is wrong.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

83. complicated that any change is almost impossible. For example, the
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
J. Organization Design
J. INCORRECT. Organizational design is a source of resistance due to the organization's structure. Some organizations are so large and
complicated that any change is almost impossible. For example, the
nature of most large bureaucracies (ie. public agencies) is such than any proposed change has to get approved by so many people and departments that the very nature of the organizational structure inhibits change. On the other hand, the smaller and flatter the
organizational design, the easier it is to implement change. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

84. What strategy (other than coercion) would you use to
Leading Change
Chapter #30 Part #1B Question #5
What strategy (other than coercion) would you use to
overcome the resistance?
SELECT THE BEST ANSWER.
A. Demonstrate Need for Change
B. Allow Subordinates to Participate
C. Insure Additional Training is Received
D. Leader Shows Ownership
E. Make Changes Incrementally
NEXT TEST
CONTENTS PAGE
END

85. A. Demonstrate Need for Change
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
A. Demonstrate Need for Change
A. CORRECT. Demonstrate a need for change by emphasizing how you consider inspecting officers' uniforms and weapons to be as much your responsibility as his. Explain to him how you are charged with taking care of every officer in this platoon and that your personally inspecting their uniforms and weapons periodically is a critical part of looking out for their health and welfare. Go on to tell him that you agree with him that daily roll call inspections of officers' is Sergeants duty and you don't plan to take away that prerogative of his. You might also list several other units where Lieutenants conduct these inspections to demonstrate that you are not violating some departmental norm.
BACK TO THIS QUESTION
NEXT TEST
CONTENTS PAGE
END

86. B. Allow Subordinates to Participate
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
B. Allow Subordinates to Participate
B. INCORRECT. While you were discussing the division of labor with your senior platoon sergeant, it is clear that this is an issue where allowing the platoon sergeant more participation in the decision- making process is not appropriate. Unless you allow him to help you
come up with the details of how you might carry out these inspections, allowing the subordinate to participate is not an appropriate theoretical solution to this source of resistance. Participation is not the issue here. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

87. C. Insure Additional Training is Received
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
C. Insure Additional Training is Received
C. INCORRECT. Insuring that additional training is received will not overcome the resistance here, since skills and training are not an issue. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
CONTENTS PAGE
END

88. D. Leader Shows Ownership
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
D. Leader Shows Ownership
D. INCORRECT. The leader showing ownership, while important for success, will not overcome the source of resistance here. TRY AGAIN.
PLEASE TRY AGAIN
NEXT TEST
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89. E. Make Changes Incrementally
You were going over the division of labor between you (Lieutenant) and your Senior Platoon Sergeant. When you explained to him that you would personally inspect officers' uniforms and weapons at roll call, he became quite upset. "But, sir," your Senior Platoon Sergeant protested, "I've always inspected the officers' for these inspections. Inspecting officers' is Sergeants business and it reinforces my authority, kinda reminds them who's in charge. Besides, we haven't had any real problems in this unit from doing business this way;
why mess with it, sir?"
E. Make Changes Incrementally
E. INCORRECT. While making changes incrementally may be a good additional strategy to use, it does not address the source of your senior platoon sergeant's resistance.
TRY AGAIN
PLEASE TRY AGAIN
NEXT TEST
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90. Leading Change Practical Exercise
Chapter #30
Leading Change Practical Exercise
Part 2
INSTRUCTIONS: In this part of the practical exercise you will be given a short case study with which to practice the lesson goal. You will need pencil and paper for this part. After reading the case, you will need to apply the lesson goal. Use the tool bar at the bottom of the pages to scroll back to the case study as needed.
With your pencil and paper write down the:
Areas of Interest
The Analyze step
The Explain step,
And the Select step
Good luck. Remember, you get out of this what you put into it, so give it a good effort. It is important to understand how to apply the lesson goal to an actual case.
READ THE CASE STUDY
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91. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
You knew that your department had a reputation for harshness and discipline. Most of the members of the department seemed to believe that the only way to get things done was to push people hard and allow no mistakes. The chain of command was rigidly enforced, and norm was that senior patrol officers would hardly talk to Jr. officers, much less recruits. "Weed out the weak" was a favorite phrase of the "senior officers" of the department. The chain of command came down hard on people who "embarrassed“ the department by not performing to the standard. As a matter of fact, the Patrol Captain had recently "counseled" one of the Platoon Leaders about the severity of a punishment for a recruit who couldn't seem to perform correctly. Furthermore, a Jr. officer had just resigned because he had been "blackballed" as a poor performer and was basically run off the department. All of that changed with the new Chief who expected the same standards be met, but he wanted the department to be "more open". He had met with the chain of command to explain his "vision", but was met with quite a few jeers and cat calls. However, as his Deputy Chief, you felt that you were required to support him. He was often seen casually meeting with recruits, and encouraged you and the rest of your staff to do the same. Problems, however, seemed to begin emerging from the woodwork. Two Sergeants had been caught sleeping on duty last week, and were awaiting a departmental hearing. When they talked to the Captains, they explained that they felt standards had dropped so much with the new Chief that no one would care any more. Two senior officers who had been most vocal at the Chiefs "vision" briefing had been reported as being abusive to several recruits. No one in the department seemed to care anymore about how the department fared in the competition for the Prosecutor's Award.
A. O. I.s
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92. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
Write down a list of your AREAS OF INTEREST.
When you are finished. Left click on A.O.I.s.
READ THE CASE STUDY
A. O. I.s
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93. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
The following is a short list of AOI's.
1. One of the Jr. officers had just resigned because he had been "blackballed" as a poor performer and was basically run out of the
Department.
2. Two Sergeants had been caught sleeping on duty last week, and
were awaiting a departmental hearing.
3. Two senior officers had been reported as being abusive to
several recruits.
4. No one in the Dept. seemed to care how the Dept. fared in the
competition for the Prosecutor's Award.
LEFT CLICK ON ANALYZE WHEN YOU ARE READY TO MOVE TO THE NEXT STEP.
READ THE CASE STUDY
ANALYZE
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94. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
Using the course guide, write down an ANALYZE step.
When you are finished. Left click on ANALYZE.
READ THE CASE STUDY
ANALYZE
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95. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
The facts in this case lead us to the following conclusions about the underlying assumptions:
Changes were occurring in the leadership component (new chain of command, especially the new Chief), as well as the goals and values component (we can meet the same standard, but do it in a less demanding way).
Furthermore, the new openness desired
by the new Chief was changing the psychosocial component. Resistance is evident in group norms (discipline, harshness) are
being threatened, as well as department traditions (weed out the weak).
LEFT CLICK ON EXPLAIN WHEN YOU ARE READY TO MOVE TO THE NEXT STEP.
READ THE CASE STUDY
EXPLAIN
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96. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
Write down an EXPLAIN step based on the lesson goal in the course guide.
When you are finished. Left click on EXPLAIN.
READ THE CASE STUDY
EXPLAIN
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97. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
As a result of the resistance to the Chief's changes, individual morale is dropping (AOI #4).
Furthermore, Two Sergeants had been caught sleeping on duty last week and are now facing a departmental hearing (AOI's 2 and 3).
If this resistance is not overcome, your department's performance will be affected, and you will probably not win the Prosecutor's Award (also AOI #4).
LEFT CLICK ON SELECT WHEN YOU ARE READY TO MOVE TO THE NEXT STEP.
READ THE CASE STUDY
SELECT
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98. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
Write down the correct SELECT step for this case.
When you are finished. Left click on SELECT.
READ THE CASE STUDY
SELECT
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99. Chapter #30 Part #2 Question #1
Leading Change
Chapter #30 Part #2 Question #1
Several strategies to overcome resistance could be:.
Demonstrate the need to change.
Allow subordinates to participate.
YOU HAVE NOW COMPLETED CHAPTER #30.
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100. Welcome to the END of the Practice Exam for Chapter #30.
If you wish to discontinue your work until another time, simply hit the Escape Key on your keyboard then end the Program.
If you wish to continue, click on the CONTENTS PAGE at the bottom right of your screen and pick another chapter to work on.
CONTENTS PAGE