Successful Change and the Force That Drives It

According to the analysis in Chapter 2, what is the ratio of leadership to management required for a successful transformation?

What is the primary purpose of the first four steps of the eight-stage change process?

In the author's example of assessing a change process, what percentage of progress did twelve officers judge they had made on stage #2, creating the guiding coalition?

According to Figure 2-3, 'Management versus leadership', what is a primary outcome of leadership?

Which of the following is NOT listed in Figure 2-1 as one of the four economic and social forces driving the need for major change?

What does Kotter describe as the 'fundamental insight' upon which the methods used in successful transformations are based?

In the case of the executive who jumped immediately to phase 5, what was the consequence of skipping the earlier steps?

What is the key difference between leadership's 'aligning people' and management's 'organizing and staffing'?

According to the flowchart in Figure 2-4, what is the initial trigger for the creation of an overmanaged, underled corporate culture?

In the example of the medium-to-large telecommunications company, how long did the overall transformation effort take?

What is the eighth and final stage of the change process outlined in Figure 2-2?

Why does Kotter state that most major change initiatives are made up of smaller projects that also go through the multistep process?

What historical reason does Kotter give for why many organizations today have much management and almost no leadership?

According to Figure 2-4, what is one of the consequences of a firm hiring and promoting managers instead of leaders to cope with bureaucracy?

Which of the following activities is NOT part of 'Communicating the change vision' (Stage 4)?

What is the key problem for most managers who have no history or legacy to guide them through major transformations?

In the context of the globalization of markets, what did Kotter state would have made a typical group of 1960s businesspeople laugh?

What is the primary function of Stage 5, 'Empowering broad-based action'?

Why do people often try to skip steps in the transformation process?

Which of the following best describes the consequence of an overmanaged and underled culture when faced with change, according to page 32?

In the comparison between management and leadership, what is management's approach to 'organizing and staffing'?

What does Kotter suggest is the 'only rational solution' to the increasing rate of environmental movement and pressure on organizations?

Which of these is NOT a typical transformation method listed on page 21 for firms seeking to become stronger competitors?

What is the primary danger of a 'strong and arrogant culture' as depicted in Figure 2-4?

At what point in the telecommunications company example did a restructuring of corporate staff groups begin?

What are the two components that Kotter identifies as necessary for individuals to better understand transformation?

The successful change process outlined in Chapter 2 has how many stages?

What is the source cited for Figure 2-3, 'Management versus leadership'?

Why would an intelligent person, according to Kotter's Q&A on page 28, rely too much on simple, linear, analytical processes?

What does Kotter describe as the 'first step' in establishing a sense of urgency (Stage 1)?

The syndrome of an overmanaged, underled culture often begins with an inward focus and managerial competencies being nurtured. What is the eventual result of this process if left unaddressed?

What is the fundamental purpose of leadership as defined in the chapter?

According to the dialogue on pages 24-25, why was the executive's plan for reorganization blocked?

In the 'Importance of Sequence' section, what is the consequence of failing to neglect any of the warm-up activities (steps 1 to 4)?

How do efforts to effect change in overmanaged and underled firms tend to treat the eight stages of transformation?

What is the first of the eight fundamental errors that undermine transformation efforts, as listed on page 24?

The globalization of markets and competition creates both more hazards and more opportunities. Which of the following is listed as a hazard?

According to Kotter, what is the problem with relying on a purely managerial mindset for change?

What is the second stage of the eight-stage process of creating major change?

In the author's story about the twelve officers assessing their change progress, what was the underlying problem they eventually identified?

Which phase of the eight-stage model involves consolidating gains and using that credibility to produce even more change?

What is the relationship between the eight fundamental errors and the eight-stage process?

In an overmanaged and underled culture, why are sources of complacency rarely attacked adequately?

What does Kotter state is NOT inevitable, even with awareness and skill?

How is leadership's role of 'motivating and inspiring' described in Figure 2-3?

What is the final stage of the 'creation of an overmanaged, underled corporate culture' as shown in the flowchart on page 31?

What happens when you neglect the follow-through that takes place in stage 8?

In the comparison of 20th and 21st-century organizations, what is the key challenge that leadership must address?

How does Kotter describe the combination of leadership and management in successful transformation?

Which of these is NOT a characteristic of a 'Fall of communist and socialist regimes' as a force for change in Figure 2-1?