Nurs 6650 midterm exam questions and answers

Aligning Strategically, Starting Small, and “Morphing” Tactics The Interaction of Structures and Systems With Change During Implementation Using Structures and Systems to Facilitate the Acceptance of Change Developing Adaptive Systems and Structures Summary Key Terms Checklist: Change Initiative Approval End-of-Chapter Exercises

Chapter 6: Navigating Organizational Politics and Culture Power Dynamics in Organizations Departmental Power Organizational Culture and Change

How to Analyze a Culture Tips for Change Agents to Assess a Culture

Understanding the Perceptions of Change Identifying the Organizational Dynamics at Play

Summary Key Terms Checklist: Stakeholder Analysis End-of-Chapter Exercises

Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders Stakeholders Respond Variably to Change Initiatives

Not Everyone Sees Change as Negative Responding to Various Feelings in Stakeholders

Positive Feelings in Stakeholders: Channeling Their Energy Ambivalent Feelings in Stakeholders: They Can Be Useful Negative Reactions to Change by Stakeholders: These Too Can Be Useful

Make the Change of the Psychological Contract Explicit and Transparent Predictable Stages in the Reaction to Change Stakeholders’ Personalities Influence Their Reactions to Change Prior Experience Impacts a Person’s and Organization’s Perspective on Change Coworkers Influence Stakeholders’ Views Feelings About Change Leaders Make a Difference

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Integrity Is One Antidote to Skepticism and Cynicism Avoiding Coercion But Pushing Hard: The Sweet Spot? Creating Consistent Signals From Systems and Processes Steps to Minimize the Negative Effects of Change

Engagement Timeliness Two-Way Communication

Make Continuous Improvement the Norm Encourage People to Be Change Agents and Avoid the Recipient Trap Summary Key Terms Checklist: How to Manage and Minimize Cynicism About Change End-of-Chapter Exercises

Chapter 8: Becoming a Master Change Agent Factors That Influence Change Agent Success

The Interplay of Personal Attributes, Situation, and Vision Change Leaders and Their Essential Characteristics

Developing Into a Change Leader Intention, Education, Self-Discipline, and Experience What Does Reflection Mean?

Developmental Stages of Change Leaders Four Types of Change Leaders Internal Consultants: Specialists in Change External Consultants: Specialized, Paid Change Agents

Provide Subject-Matter Expertise Bring Fresh Perspectives From Ideas That Have Worked Elsewhere Provide Independent, Trustworthy Support Limitations of External Consultants

Change Teams Change From the Middle: Everyone Needs to Be a Change Agent Rules of Thumb for Change Agents Summary Key Terms Checklist: Structuring Work in a Change Team End-of-Chapter Exercises

Chapter 9: Action Planning and Implementation Without a “Do It” Orientation, Things Won’t Happen Prelude to Action: Selecting the Correct Path Plan the Work

Engage Others in Action Planning Ensure Alignment in Your Action Planning

Action Planning Tools 1. To-Do Lists 2. Responsibility Charting 3. Contingency Planning 4. Surveys and Survey Feedback

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5. Project Planning and Critical Path Methods 6. Tools to Assess Forces That Influence Outcomes and Stakeholders 7. Leverage Analysis 8. Operation Management Tools

Working the Plan Ethically and Adaptively Developing a Communication Plan Timing and Focus of Communications Key Principles in Communicating for Change Influence Strategies

Transition Management Summary Key Terms Checklist: Developing an Action Plan End-of-Chapter Exercises

Chapter 10: Measuring Change: Designing Effective Control Systems Selecting and Deploying Measures

Focus on Key Factors Use Measures That Lead to Challenging but