How to win buy-in for change

The article argues that -

None of these statements are true

Quality of top-down communication matters more than the quality of bottom-up communication in determining the success of achieving successful change

Communication is the most important factor in determining whether leaders can make change happen

The quality of top-down communication is linearly associated with the success of change initiatives

Poor top-down communication increases employees' feelings of insecurity about their jobs. Which of the following is the most likely reason this matters?

Insecure employees are more likely to make up rumours that are damaging to the firm

Employees who feel insecure about their work are more likely to look for jobs elsewhere

Employees who feel insecure about their jobs are likely to lower their productivity until they feel more secure about their work

Employees who feel insecure are more likely to steal from the company or engage in otherwise antisocial behaviours

ne conclusion that can be reached from the article is that -

Leaders need to engage in more frequent communication about the purpose behind any proposed changes

Employees report that they do not understand the reasons why change must happen

Leaders generally overestimate their ability to communicate effectively to employees about change

Leaders who engage in more frequent communication would be more successful at stamping out rumours and gossip

In terms of the reality orientation, the article suggests that leaders should -

Ask more questions to ensure that employees fully understand the rationale for change

Completely dispense with trying to communicate about the rationale for change

Two of the other responses are true

Focus on communicating and answering questions about the emotional aspects of the change rather than the factual aspects of it

The subordinate orientation -

Requires that leaders find out how subordinates are feeling and then giving those subordinates everything that they need

Requires that leaders make reasonable attempts to consider and respond to the doubts and concerns of their subordinates

Is likely to be most effective in hierarchical organisations in which leaders are emotionally distant from their subordinates

Involves using tough words and behaviour to cause subordinates to respond to what leaders need them to do

The hope orientation -

Is most effective when combined with factual information, ie the use of the reality orientation

Involves communicating a sense of optimism to employees about organisational change

Involves leaders telling employees whatever they need to hear - even if leaders must use somewhat deceptive language - in order to generate a sense of hope

Requires that leaders possess a high level of self-belief in their ability to achieve organisational change

The article argues that -

Having a slogan or dramatic saying is critical when it comes to boosting innovation within a firm

Having a slogan or dramatic saying can help employees to understand more accurately the rational business case for change

Having a dramatic saying or slogan can sometimes have little or no effect on employees' willingness to commit to change

It is essential to have a dramatic saying or slogan in order to win employees over and achieve change

The enforcement orientation -

May or may not have a negative effect on employees' emotional buy-in to change - it is not possible to conclude from the article what the effect of the enforcement orientation is

Is likely more effective at driving change in developed countries than developing countries

Has only a small, positive effect on employees' levels of emotional buy-in to organisational change

Is likely to be more effective in country cultures in which threatening behaviour is least tolerated

Qualities such as trust, integrity, commitment and vision in leaders

Are likely important for motivating employees to change even when leaders can demonstrate a strong business case for change

Are unnecessary when leaders can demonstrate a strong business case for change

Cannot be communicated to employees unless leaders use stories, imagery and vivid language

Are likely of most importance when leaders are not strong enough to communicate using the enforcement orientation

The research by Grit Tanner and Kathleen Otto suggests that -

None of these answers are correct

Leaders should never employ employees who are resistant to change

Employees who are resistant to change are generally less productive in the workplace

Leaders should identify employees who are resistant to change with the aim of removing them from the workplace

How to win buy-in for change

The article argues that -

Poor top-down communication increases employees' feelings of insecurity about their jobs. Which of the following is the most likely reason this matters?

ne conclusion that can be reached from the article is that -

In terms of the reality orientation, the article suggests that leaders should -

The subordinate orientation -

The hope orientation -

The article argues that -

The enforcement orientation -

Qualities such as trust, integrity, commitment and vision in leaders

The research by Grit Tanner and Kathleen Otto suggests that -

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