THIS IS HOW I SEE IT
How you view change determines your attitudes, responses, and behaviors. Use this list of statements to help you see how your views may be impacting your performance.
Use this list of statements to clarify your views on change.
Please provide the following to take the assessment:
Read each statement and indicate true or false for each statement.
Question 1
People need to like the changes to be productive employees.
TRUE
FALSE
Correct answer: FALSE
What do customers and stakeholders pay for? Performance. So what should our organization pay for? Performance. We don’t have to like the changes to do good work—we are paid to be productive.
Read each statement and indicate true or false for each statement.
Question 2
Job security should be given in return for good job performance.
TRUE
FALSE
Correct answer: FALSE
Does the marketplace guarantee a secure future for any organization? No. Then, how can an organization offer job security to employees? It can’t.
In order to compete successfully, organizations need to adapt fast, develop strong competencies, and stay focused on priorities.
The competitive pressure on organizations has implications for all of us. We also need to adapt fast, develop strong competencies, and make sure our priorities are aligned with those of our employers.
Read each statement and indicate true or false for each statement.
Question 3
Poor morale is a sign of poor management.
TRUE
FALSE
Correct answer: FALSE
Management can do everything right and still have some people in the organization with poor morale. Morale reflects the attitudes that individuals choose. Sometimes, poor morale is a sign that people are dodging responsibility for managing their own emotions.
Read each statement and indicate true or false for each statement.
Question 4
It is realistic to expect a high level of job commitment during organizational change.
TRUE
FALSE
Correct answer: TRUE
Customers don’t lower their expectations when organizational disorder and employee workloads increase.
When change is underway and there is more to be done, it’s appropriate to require a higher level of job commitment from colleagues and leaders.
Read each statement and indicate true or false for each statement.
Question 5
Management needs to eliminate the uncertainty and ambiguity to improve job performance.
TRUE
FALSE
Correct answer: FALSE
Uncertainty and ambiguity are natural elements of change. They cannot be eliminated. So embrace them. Look for positive possibilities, deliberately practice hope, and get caught up in the new direction of the firm. The best insurance policy for an uncertain tomorrow is to make the most productive use of today.
Read each statement and indicate true or false for each statement.
Question 6
Once we’re through with this change, there will be a welcome period of “recovery time.”
TRUE
FALSE
Correct answer: FALSE
The reality is that the pace of change will not decrease. It will only accelerate. In order to keep up, we have to conserve and channel our energy by focusing on what’s within our own personal control.
Read each statement and indicate true or false for each statement.
Question 7
Productivity slippage, low morale, lack of job commitment, and loss of loyalty indicate a poorly conceived and badly executed change.
TRUE
FALSE
Correct answer: FALSE
Problems are an inherent part of the change process. They go with the territory, regardless of how well changes are planned or communicated. They’re natural side effects, predictable symptoms that mean something significant is happening.
Read each statement and indicate true or false for each statement.
Question 8
The company has a “hidden agenda” behind making these changes.
TRUE
FALSE
Correct answer: FALSE
Whenever change is introduced, there can be a feeling that the top decision-makers know more than they are telling. People become suspicious, skeptical, and mistrustful.
Rather than adopt this negative attitude, a healthier choice is to trust that top management is providing as open and complete information about the changes as possible. Still need convincing? Share your concerns constructively with your manager. Be curious. Ask questions. Seek clarity. Gain a stronger understanding of the facts.
Read each statement and indicate true or false for each statement.
Question 9
I am responsible for making these changes successful.
TRUE
FALSE
Correct answer: TRUE
It’s a mistake thinking of change as “the chairman’s baby” or “the change management team’s plan.” You may not have a role on a planning or implementation team, but you will be involved in some way. For example, you may have to develop new relationships or adjust to a shift in priorities. Rather than fighting changes, push them forward. Instead of standing on the sidelines, actively participate.
Read each statement and indicate true or false for each statement.
Question 10
Change is only successful if it doesn’t create conflict.
TRUE
FALSE
Correct answer: FALSE
During change, people often tiptoe around one another’s egos trying not to ruffle anyone’s feathers. Afraid they’ll be accused of being negative or coming on too strong, people are often more guarded with their communications and interactions. Result? Problems are swept under the carpet, passive resistance is driven underground, and management remains unaware of potential trouble.
Get resistance out in the open. Don’t avoid disgruntled people. Invite them to air their concerns. They can help you identify problems before they get worse.
Conclusion:
The way you look at a situation—how you mentally frame it, and the conclusions you reach—determines how you react to organizational change. Your thoughts can cause you to resist or support the new moves.
This is just one of many powerful tools in our Business As UsUsual change management training workshop.
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