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Question 1 of 10

1. Question
The most likely reason why change can be perceived as irrational is:
- That it IS irrational
- That it hasn’t been communicated effectively
- That it is not necessary and not based on data and indicators
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Question 2 of 10

2. Question
In most teams the main emotion that change is likely to invoke is:
- Negative stress
- Happiness
- Ambivalence
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Question 3 of 10

3. Question
Transformational change is usually required in organisations that are:
- Doing extremely well but need some enthusiasm injected into their operations
- High performing but where team targets are ambitious
- Floundering and losing pace with expectations
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Question 4 of 10

4. Question
A school that is wanting to change their curriculum should go through a process of change. This type of change is referred to as:
- Adoptive Change
- Adaptive Change
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Question 5 of 10

5. Question
The most appropriate styles of leadership that could be applied to a process of Adaptive Change are likely to be:
- Democratic, affiliative or coaching
- Pace setting, coercive or authoritative
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Question 6 of 10

6. Question
At the beginning of any change process good leaders focus on generating a few short-term wins because:
- These generate enthusiasm and momentum amongst the team
- These make the leader feel as if they have already achieved something
- They are useful to show outsiders how well the team is performing
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Question 7 of 10

7. Question
According to Kotter it is important to:
- treat each change as separate from any others
- Use each change as a building block for development
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Question 8 of 10

8. Question
Resistance to change is an inevitability in team dynamics. The hardest type of resistance to deal with is when the team:
- Doesn’t get the change
- Doesn’t like the change
- Doesn’t like you
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Question 9 of 10

9. Question
Leaders facing resistance to change that people don’t understand, is to:
- Listen to their misunderstanding and work out how best to communicate the change based on their concerns provement and continual development
- Coach the team members towards liking the change
- Focus on building trust within the team so that they will eventually adopt the change
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Question 10 of 10

10. Question
When rolling out a change within a team, the leader makes sure that they have:
- Worked out a clear communication strategy and made themselves available to answer questions in person
- Sent an email to all staff that outlines the change, and then sets about implementing it as fast as possible so as to avoid confrontation with the team
- Rolls it out without telling the staff so that they don’t have the chance to raise any concerns
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