WEEK 1 DQ 1
Describe a change situation that you have participated in or observed. What lasting images do you have, both good and bad, that may be useful in this course?
Using the cases described in chapter 1 of the textbook as a reference, describe why there are limits on what managers of change can achieve.
After reading the "Chipping Away at Intel" case study, what was a pressure for change (internal, external, or environmental)? Give an example of a similar pressure for change that was experienced by another organization (in the news, where you worked, or any other organization).
Explain the difference between first-order and second-order change and cite an example you have either been involved with or observed.
WEEK 3 DQ 1
Explain this statement by Palmer, Dunn, and Akin on page 122 of the textbook: “The apparent option of not using a model (for diagnosis) is not a real option; the choice is whether we use one that is explicit or one that is implicit.”
WEEK 3 DQ 2
Would the image of change chosen affect the diagnostic model used? Explain why and how, or why not with examples based on the readings thus far in the course.
WEEK 4 DQ 1
Select two reasons why people resist change and, for each of them, suggest a method for overcoming that resistance. Which two types of change resistance do you think are most common and why?
WEEK 4 DQ 2
The lecture and textbook state that some change is welcomed and embraced. Describe why some change is viewed favorably and describe what change leaders should learn from the idea of “welcomed change.”
WEEK 5 DQ 1
Chapter 7 in the textbook says that when you consider coach, interpreter, director, and navigator as change managers, you should assume that they have an active role in the initiation, support, and outcomes of organizational change. What does that mean and why is it significant?
WEEK 5 DQ 2
If multiple changes were occurring simultaneously in an organization, would it make sense to merge them into one large change initiative? Why or why not?
WEEK 6 DQ 1
Visions fail for many reasons, as noted in the textbook. In the "Role of Vision at Mentor Graphics" case study at the end of the chapter, why did the vision at Mentor Graphics fail?
WEEK 6 DQ 2
Should organizations have both a vision statement and a mission statement? If you were to lead an organization and you could have only one, a mission or vision statement, which would you choose and why?
WEEK 7 DQ 1
Some experts say that effective communication is the most important factor in successfully leading change. Do you agree, and can you cite examples that support your view?
MOD 7 DQ 2
When communicating a change, which role is more important: reporter of information or sense maker? Why?
WEEK 8 DQ 1
Which of Kotter’s 8 steps are critical to sustaining change? (You can list multiple steps.) Why do some change leaders fail to properly address sustaining change?
WEEK 8 DQ 2
Why is the celebration of milestones important when implementing major change? Explain your position.