Question 16 of 50

According to Chapter 6, what is unleashed only when most people involved in an enterprise have a common understanding of the vision's goals and direction?

In one of the cases of failure to communicate described on page 88, what was the senior management's reaction when first-line managers were pushed about the new vision?

According to the author on page 89, failures to communicate a vision are often attributed to intellectual capabilities or human resistance, but what does he believe gets at the most basic problem?

Based on Figure 6-1, 'A failure to communicate,' what percentage of the total communication an employee received over three months was dedicated to the change vision?

In the example from Figure 6-1 on page 91, what was the total volume of communication, in words or numbers, that an employee typically received over a period of three months?

According to Table 6-1 on page 92, which of the following is NOT listed as a key element in the effective communication of vision?

In Chapter 6, what does the author identify as a 'shield' that people use to make ideas seem intelligent when they are actually dumb?

What metaphor did the electronics company described on page 94 choose to communicate its need to become more aggressive yet customer-friendly?

On page 95, the author states that a message has a better chance of being heard and remembered if it comes at people from how many different directions?

In the successful communication scenario 'Case B' on page 96, how many repeats of the vision were generated over six months?

What does the author state is often the most powerful way to communicate a new direction?

In the example of the CEO responding to a customer complaint, what was the timeframe within which he personally sent a response back?

What action by a general was used as an example of communicating a new reality of shrinking budgets?

According to the author on page 99, what undermines the communication of a change vision more than anything else?

In the example of the bank undergoing cost-cutting on page 99, what seeming inconsistency was undermining management's message?

The principle of 'Give-and-take' on page 92 refers to what type of communication?

On page 102, what is identified as an essential method for helping people answer all the questions that occur to them in a transformation effort?

What is the potential downside of two-way communication mentioned on page 103?

According to the author on page 89, communication of a vision can be particularly difficult for people who have been trained only to be what?

What is the title of Table 6-1 on page 92?

On page 94, the communication 'We are going to be making fewer Fiats and more Mercedes' is used as an effective example of what?

Why does the author state on page 90 that vision creation is a challenging 'emotional task'?

What does the old saw 'If I had more time, I’d write you a shorter letter' illustrate, according to page 92?

In the VERSION #1/VERSION #2 example on page 93, what is the ineffective way to communicate the need for debureaucratization?

What is a common, but often ineffective, activity that firms use to address communication problems, as mentioned on page 95?

What is the key reason given on page 96 for why repetition is so critical for effective communication?

On page 98, what was the net result of the CEO's action of personally replying to customer letters?

What example of hypocrisy is given on page 99 involving Division head Sally O'Rourke?

What is the suggested response on page 100 for executives who are questioned about seemingly inconsistent luxuries like corporate jets during cost-cutting?

On page 101, what style of management is described as 'dying out' because it is uncommunicative and ineffective?

In the example on page 102 about the purchase of information technology, why did the initial purchase fail?

What is the consequence, mentioned on page 103, of accepting and trying to implement a poorly formulated vision?

What does 'old-fashioned condescension' refer to in the context of communication failure on page 90?

The second disastrous scenario described on page 88 involves a vision that is communicated often, but how?

What reason is given on page 89 for why failures in the first three phases of the transformation effort contribute to communication problems?

On page 91, a hypothetical communication effort for 10,000 people is estimated to cost how much in additional expense?

Why are professions like engineering, economics, and finance mentioned on page 95 in the context of communication?

In the example of Willie and his three people on page 97, what prompts a discussion about the change vision?

What are the two powerful implications of the idea that behavior is the most effective form of communication, as stated on page 99?

In the dialogue on page 92, what is VERSION #2, the effective way to communicate a goal to reduce repair times?

What does the author suggest is a more important reason than 'old-fashioned condescension' for why leaders undercommunicate, according to page 90?

What is the primary risk of avoiding two-way communication because of a fear the vision might be challenged, according to page 103?

According to page 87, what is a common net result of managers undercommunicating or sending inconsistent messages?

In the example of the European manufacturing company on page 98, what was the first action senior management took to communicate the new direction of a leaner firm?

Why does the author suggest on page 93 that using specialized language (jargon) with external constituencies like customers is a problem?

What is the key takeaway from the 'Walk the Talk, or Lead by Example' section (pages 97-99)?

On page 96, what is the 'net result' of the communication plan in the effective scenario (Case B)?

According to the last paragraph on page 88, why does communication often fail when the first three phases of a change effort are handled well?

What is the primary message of the section 'Listen and Be Listened To' (pages 101-103)?