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Organizational Development Flashcards

7 cards from real CBC practice questions. Tap to flip, then mark Knew It or Still Learning โ€” missed cards come back until you master them.

Read the first 7 Organizational Development flashcards as text
  1. A coach helping a family business transition to professional management should FIRST address which organizational development challenge?

    Answer: Clarifying governance roles and decision-making authority

    Family-to-professional transitions succeed or fail on clear governance and role boundaries.

  2. Which statement best describes 'process consultation' in OD?

    Answer: The consultant helps the client understand and improve their own problem-solving processes

    Process consultation, developed by Schein, builds the client's own capacity to diagnose and solve problems.

  3. During a change initiative, an employee says, 'We tried this five years ago and it failed.' What type of resistance is this?

    Answer: Resistance rooted in past organizational experience

    Prior failed change efforts create cynicism that fuels resistance to new initiatives.

  4. A coach wants to measure whether a leadership development program changed on-the-job behavior. Which level of Kirkpatrick's evaluation model applies?

    Answer: Level 3: Behavior

    Level 3 assesses whether participants apply what they learned back on the job.

  5. Which scenario best illustrates 'organizational silos'?

    Answer: Marketing and product teams duplicate work because they never share information

    Silos occur when departments operate in isolation, causing duplicated effort and poor information flow.

  6. A business coach recommends a RACI matrix to a disorganized project team. What problem does this tool primarily solve?

    Answer: Unclear accountability and role confusion

    RACI clarifies who is Responsible, Accountable, Consulted, and Informed for each task.

  7. What is the primary risk of implementing organizational change without securing buy-in from informal leaders?

    Answer: Informal networks can quietly undermine adoption of the change

    Informal leaders shape peer opinion, and their opposition can sink a change effort regardless of formal approval.