Question 1

Two Sales staff members appear to have lost energy for the change process and did not attend recent change meetings. When questioned, they said they were so overwhelmed by the number of changes in systems, materials, technical knowledge, and processes that they couldnt deal with any more. Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance from staff? 

A. Find out which elements could remain unchanged so that future sales are unaffected. 
B. Add personal staff targets to ensure that the changes in the sales operations are continued. 
C. Assign the staff members to projects outside of this change, to prevent them undermining the changes needed.
D. Consider limiting the changes to those that are related to each other during each iteration of change in sales. 
E. Ensure these staff members are rewarded for raising issues with the implementation. 

Question 2

One member of the Customer Services team has been chatting informally to some Sales co-workers. They felt that the Sales process changes are causing more work for Customer Services and that the whole customer experience has now been compromised. Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance? 

A. Do nothing and allow the informal view to circulate, knowing it will eventually be proved wrong. 
B. Include the member of Customer Services in the planning of the sales process changes to reduce disruption.
C. Invite Sales staff to help with planning the next phase of internal Sales training for the process changes. 
D. Counter the informal views by inviting the Change Manager to explain the changes at the next Sales staff meeting. 
E. Revisit the Stakeholder mapping work to ensure that the engagement of parties affected by the Sales changes is accurate.

Question 3

Sales staff failed to achieve last months sales targets when training in the mobile products and supporting sales systems and processes was first started. This month the sales team is working after hours and weekends to try to meet the current targets while developing the new skills needed. It is generally felt that this situation is unsustainable. Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance? 

A. Visibly celebrate examples of the Sales staff using the new skills and systems. 
B. Allow those Sales staff with opposing attitudes to use the old systems in parallel. 
C. Identify the options available for moving people out of the Sales area to other jobs. 
D. Assign some of the sales team to work exclusively on developing the necessary skills. 
E. Provide a clear timetable of change to those Sales staff preparing for future operations. 

Question 4

Sales staff are unhappy that they have been told that they will lose the Sales relaxation area completely to make space for the new Selco staff. The Sales staff are considering consulting their Union about escalating their discontent. Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance? 

A. Arrange joint workshops for Sales and Selco staff to develop ideas and comment on layout options. 
B. Delay information on the impact of the Selco relocation on Sales staff until just before the relocation move occurs.
C. Exert pressure on the Sales management team to make sure any resistance is kept ˜quiet. 
D. Provide a farewell gathering in the relaxation area to enable staff to remember past stories about the area. 
E. Organize a Sales discussion group to look at alternative relaxation facilities that could be provided to the Sales staff.

Question 5

The Customer Services Director has announced the new structure at a large presentation for all Customer Services staff. The scale and design of the change have surprised many of the staff. In the weeks immediately following the Customer Services Directors initial presentation, there have been rumors of the Help Desk staff talking unhappily in small groups, with blame directed at "the management" for a recent period of poor performance of the department. Which approach is the MOST appropriate way for the Customer Services Director to create early involvement in the change? 

A. Target those staff in the Help Desk who are change-averse so that they are the first ones involved in the program.
B. Delay communications a few weeks so that all staff have time to think for themselves about the benefits of the new structure.
C. Identify those staff who would be willing to trial new Help Desk processes and work on pilots in the department. 
D. Encourage the Help Desk staff to begin setting goals for themselves under the new structure. 

Question 6

Awareness of the new processes in the Customer Services department is good, but so far there has been little progress on implementation with the majority of staff. Which approach is LEAST likely to build momentum for the changes? 

A. Assign the team who facilitate new orders to take the lead in implementing new processes. 
B. Delegate responsibility for implementation to the line leadership in the department. 
C. Share the initial successes when providing mobile solutions to the Utility company. 
D. Increase the number of newsletters issued covering the strategy and delivery plans. 

Question 7

As time goes by, there is an increase in Customer Services staff asking questions about how their skills development will be supported under the new structure and how they will influence decisions about the projects they will be assigned to work on. Which is the MOST appropriate response from the Customer Service Director?

A. Prepare presentations to all staff outlining the targets for the new structure. 
B. Support line leadership roles on how to include those asking the questions. 
C. Ask for the communications from the change teams to include the questions. 
D. Define the approach and governance for the Customer Services projects. 

Question 8

Most of the Customer Services staff are working with the new processes. However, there are a number of remaining staff who dont want to be trained in the new technologies and wish to continue supporting the old business areas. Which is the MOST appropriate intervention from the Customer Service Director? 

A. Identify workarounds for those staff who resist the new processes so that they can remain operating within the new structure. 
B. Maintain a listening stance, showing interest in understanding the reasons for the discomfort that many are feeling over the changes.
C. Shock staff into action by telling them that some staff will lose their place in the organization if they are unable to make adjustments. 
D. Consider leaving some of the existing structure unchanged so that those who may not find the change workable can be accommodated. 

Question 9

Using the information provided in the additional information, answer the following question on building a change analytics strategy. Do the measures to be monitored by the CEO represent appropriate ˜leading, result-oriented measures for the effectiveness of the change interventions?

A. No, because ˜leading metrics must be based on quantitative data. 
B. No, because these metrics are lagging, output-focused indicators. 
C. Yes, because these indicators will identify if UniCo sales continue to decline. 
D. Yes, because these metrics monitor benefits realization at senior management level. 

Question 10

Which 2 actions demonstrate empathy? 

A. Allow people to think independently and plan for themselves how this Change Programme could be incorporated. 
B. Hold a weekly progress meeting with key UniCo and Selco staff dedicated to the delivery of the new contract. 
C. Provide statistical data on the general trends in the mobile application industry to help people rationalize why this change is necessary.
 D. Reschedule plans to allow extra time for those IT support staff who are finding it difficult to try out the new processes. 
E. Encourage the CEO to discuss their previous concerns about the new company direction with staff who feel uncertain.