1. Effective organisational change generally requires that employees and work groups shift the way they do things. (True/False)

2. If managers do not support a strategy because it runs counter to their interests, they may delay implementing it or even sabotage the success of the new efforts. (True/False)

3. Resistance to change can intensify if employees feel that they have been involved in a series of changes that have had insufficient support to gain the anticipated results. (True/False)

4. Pushing forces are viewed by Lewin as different in their nature, in that they act to oppose driving forces, rather than comprising independent forces in themselves. (True/False)

5. Planned change processes aim to create commitment to change through top-down communication, whereas emergent processes of change highlight both communication and participation. (True/False)

6. Resistance to methods changes could be overcome by getting the people involved in the change to participate in making it. (True/False)

7. Organisations at growth stage require frequent use of involvement tactics. (True/False)

8. Effectiveness at person-oriented behaviours hinges on the ability to clarify task requirements and structure tasks around an organization's mission and objectives. (True/False)

9. For change to occur, the restraining forces must be greater than the driving forces. (True/False)

10. Taking the time to properly define each barrier hinders progress in identifying who in the organization can resolve the issue. (True/False)