{"id":2498,"date":"2022-04-12T22:12:06","date_gmt":"2022-04-12T22:12:06","guid":{"rendered":"https:\/\/highclasswriters.com\/blog\/?p=2498"},"modified":"2022-04-12T22:12:09","modified_gmt":"2022-04-12T22:12:09","slug":"short-respons","status":"publish","type":"post","link":"https:\/\/highclasswriters.com\/blog\/short-respons\/","title":{"rendered":"Short Respons"},"content":{"rendered":"\n<p>Think more specifically about an example of change leadership that you know.<\/p>\n\n\n\n<p>\u20021.&nbsp;&nbsp; What was the nature of that leadership?<\/p>\n\n\n\n<p>\u20022.&nbsp;&nbsp; Was the leader trusted?<\/p>\n\n\n\n<p>\u20023.&nbsp;&nbsp; Did he\/she deserve the trust given?<\/p>\n\n\n\n<p>\u20024.&nbsp;&nbsp; What kind of power did the leader use?<\/p>\n\n\n\n<p>\u20025.&nbsp;&nbsp; How were the messages about the change conveyed? Were they believable messages?<\/p>\n\n\n\n<p>\u20026.&nbsp;&nbsp; Did organizational systems and processes support, or at minimum, not impair the change leader\u2019s messages?<\/p>\n\n\n\n<p>\u20027.&nbsp;&nbsp; Was there a sense of continuity between the past and the anticipated future? How was that sense of continuity developed and communicated? What was the impact?<\/p>\n\n\n\n<p>\u20028.&nbsp;&nbsp; What can you learn about the impact of the leader on people and stakeholders as a result of your responses to the above questions?<\/p>\n\n\n\n<p>\u20029.&nbsp;&nbsp; What can you learn about the impact of organizational systems and processes on the people and stakeholders?<\/p>\n\n\n\n<p>10.&nbsp;&nbsp; Talk to others about their experiences. Can you generalize? In what way? What cannot be generalized?<\/p>\n\n\n\n<p><strong>Exercise 7.7<\/strong><\/p>\n\n\n\n<p>This exercise will provide you with a general sense of the openness of a person to a specific undertaking.<sup>[1]<\/sup> Please use it to evaluate your own openness to the change.<\/p>\n\n\n\n<p>[1] This index is not the product of empirical testing. It was created to provide you with food&nbsp;<\/p>\n\n\n\n<p>for thought concerning openness to change and what may be facilitating and impairing the receptiveness that you are experiencing.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td>Think about a change situation you know of or are involved with. Please rate the following factors.<\/td><td>Score<\/td><\/tr><tr><td>&nbsp;\u20021. Past experience with change, particularly changes similar to that advocated<\/td><td>Very&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Very ___Negative &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Positive<\/td><\/tr><tr><td>\u20022.&nbsp; Normal rate of change that has been experienced by the organization<\/td><td>Very&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Moderate ___Low &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;to High<\/td><\/tr><tr><td>\u20023.&nbsp; Recipients\u2019 general predisposition to change as reflected in their personalities<\/td><td>Late&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Early ___Adopter&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Adopter<\/td><\/tr><tr><td>\u20024.&nbsp; People believe they understand the nature of the proposed change and the reasons for it (i.e., the need for change)<\/td><td>Low&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; High ___<\/td><\/tr><tr><td>\u20025.&nbsp; Recipients\u2019 personal beliefs about the need for this particular change<\/td><td>Very&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Very ___Negative &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Positive<\/td><\/tr><tr><td>6a.&nbsp; Reactions of coworkers to the change6b.&nbsp; Strength of coworker relations (norms)<\/td><td>Very&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; VeryNegative &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;PositiveMultiply #6a by #6bWeak&nbsp;&nbsp;&nbsp; <em>0.1<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0.3<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0.5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0.7<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>1.0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Strong ___<\/td><\/tr><tr><td>\u2002 7. Leader credibility<\/td><td>Low&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; High ___<\/td><\/tr><tr><td>\u2002 8. Leader gains compliance through fear versus gains commitment through understanding and empathy<\/td><td>Fear&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Support ___<\/td><\/tr><tr><td>\u2002 9. Organizational credibility (i.e., will it follow through on commitments related to change)<\/td><td>Low&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; High ___<\/td><\/tr><tr><td>10.&nbsp; Congruence of systems and processes with the proposed change (or confidence that they will be brought into congruence)<\/td><td>Very&nbsp;&nbsp;&nbsp;&nbsp; <em>\u201310<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>\u20135<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>0<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+5<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <em>+10<\/em>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Very___Incongruent &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Congruent<\/td><\/tr><tr><td>Predisposition to Change Index:Scores can range from \u2013100 to +100<\/td><td>Overall Score ___<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p>If your scores are in the +50 or greater range, you will likely be quite open to change and ready to cope. Negative scores would suggest the opposite, while scores in the middle range (+50 to \u201350) point to increasing ambivalence. What do the scores tell you about what might be done to increase your openness to the change?<\/p>\n\n\n\n<p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;Critical Thinking Questions<\/p>\n\n\n\n<p>Consider the questions that follow.<\/p>\n\n\n\n<p>See \u201cTerranova Consulting: Building Community\u201d at the end of the book. Consider the following questions:<\/p>\n\n\n\n<p>\u00b7&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What is the need for change at Terra Nova?<\/p>\n\n\n\n<p>\u00b7&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What are the cultural barriers to change?<\/p>\n\n\n\n<p>\u00b7&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What are the political barriers to change?<\/p>\n\n\n\n<p>\u00b7&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What alternatives does O\u2019Reilly face?<\/p>\n\n\n\n<p>\u00b7&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; How should O\u2019Reilly go about making desired changes?<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Think more specifically about an example of change leadership that you know. \u20021.&nbsp;&nbsp; What was the nature of that leadership? [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-2498","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v24.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Short Respons - Highclasswriters<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/highclasswriters.com\/blog\/short-respons\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Short Respons - Highclasswriters\" \/>\n<meta property=\"og:description\" content=\"Think more specifically about an example of change leadership that you know. \u20021.&nbsp;&nbsp; What was the nature of that leadership? 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