Question 6 of 50

According to Chapter 4, what is described as a 'very dangerous belief' in the context of leading major change?

In the 'Going It Alone' scenario, what was the primary reason CEO 'King' Henry's leadership style, successful between 1975 and 1990, eventually failed?

In the 'Running on Empty' scenario, what was the key quantitative indicator of the committee's lack of power and credibility?

Which of the following is NOT listed as one of the four key characteristics essential for an effective guiding coalition?

What is the metaphorical description used in the chapter for a low-credibility change committee?

What does the characteristic 'Expertise' in a guiding coalition refer to?

What does the author suggest is the recommended size for an effective guiding coalition in a large enterprise?

Figure 4-2, 'Profiles of four different guiding coalitions,' uses two axes to plot the coalition's makeup. What are these two axes?

What is the likely outcome of a guiding coalition composed of good managers but poor leaders?

Which of the following is NOT listed as a type of individual to 'avoid—or manage carefully' when forming a guiding coalition?

What does the author identify as a key characteristic of 'snakes' in the context of a guiding coalition?

In the case of Jerry, the reluctant CFO, why was it a bad tactic to simply work around him?

What does the author suggest is 'often the only sensible option' when dealing with a powerful individual like Jerry who cannot be convinced to join the change effort?

According to the chapter, what is the 'one component' that is absolutely necessary for building teamwork in a guiding change coalition?

What is a primary drawback of traditional team-building methods like golf, Christmas parties, and formal social activity?

In the example of division president Sam Johnson's team-building effort, how many people were in the group he was trying to pull together?

What type of activity did Sam Johnson use for the first two days of his week-long meeting to build his team?

Beyond trust, what is described as the element crucial to teamwork that seems to be a common goal?

When do people fail to develop the deep commitment to an overall shared objective necessary for change?

What is the primary reason managers might avoid using teams and stick with old hierarchical formats, even in a fast-moving environment?

What is the consequence of failing to create a sufficiently powerful guiding coalition, as described at the end of Chapter 4?

Which of the following is NOT listed in Table 4-1 under the 'Create trust' component of building a coalition?

In the 'Running on Empty' scenario, the postmortem of the affair showed the task force never had a chance because it lacked a functioning team of powerful people who shared what?

What is the central issue that determines whether a 'lone-ranger boss' or a 'weak committee' will succeed or fail in making changes?

How many key characteristics for an effective guiding coalition are listed under the section 'Putting Together the Guiding Coalition'?

Which characteristic of a guiding coalition ensures that its pronouncements will be taken seriously by other employees?

According to the author, what happens to major change efforts led by a guiding coalition made up of only managers, even if they are 'superb managers' and 'wonderful people'?

When missing leadership is brought into a guiding coalition, which of the following is NOT one of the three general ways this is addressed?

What is the reason given for why people with big egos should be avoided in a guiding coalition?

In the period between 1975 and 1990, the case study of 'King' Henry's food company indicated his isolated leadership style worked for four reasons. Which of the following was NOT one of those reasons?

What does Figure 4-1, 'Decision making in today's business environment,' suggest is the necessary response to today's more complex and emotionally charged decisions?

What is the primary activity that Sam Johnson's team engaged in during days three to five of their off-site meeting?

Why do organizations often hesitate to confront problematic individuals like 'snakes' or those with 'big egos'?

What is the key takeaway from Sam Johnson's week-long team-building activity regarding its place in the overall process?

The author argues that trust helps enormously in creating a shared objective. Why is this?

Which quadrant in Figure 4-2, 'Profiles of four different guiding coalitions,' represents a situation with not enough management expertise?

What is the main reason a lone-ranger boss can succeed in making needed changes in a 'slow-moving world'?

In the scenario of the low-credibility committee, why did the work become visible only after being done by a subgroup?

What is the first step listed in Table 4-1 for 'Building a coalition that can make change happen'?

What does the author suggest is the reason Sam Johnson succeeded in creating his guiding coalition despite the difficulties?

The chapter states that 'snakes and big egos can be extremely intelligent, motivated, and productive.' Why, then, are they a problem for a guiding coalition?

According to the chapter, why is it often tempting but ultimately a bad tactic to write off a 'reluctant player' like Jerry the CFO?

What does the author state is the primary reason for a lack of commitment to overall excellence in an organization?

In Sam Johnson's team-building case, what happened after the initial week-long off-site event?

What is the typical reaction of a low-credibility committee when it tries to implement an idea, according to the text?

Which of the four characteristics of a guiding coalition is primarily concerned with ensuring there are enough key players, especially line managers, on the team?

How long had 'King' Henry, the isolated CEO, been using his successful but ultimately outdated leadership style before the industry changed?

What is the typical goal that binds individuals together on a guiding change coalition?

When do people most often fail to develop the guiding coalition needed to guide change?