1. Give several examples of environmental forces that might affect supervisors and require changes in a department.

2. Describe the traditional model of the change process. How does it differ from the contemporary view of change?

3. What signals or cues might tell you that an employee is resistant to a change youre planning to implement?

4. How does an employees perception relate to his or her resistance to change?

5. How can building trust lessen change resistance?

6. Why should supervisors be concerned with an employees work-related attitudes?

7. What happens if an attitude change is not refrozen?

8. How do creativity and innovation differ? Give an example of each.

9. How does an innovative culture make an organization more effective? Do you think such an innovative culture could make an organization less effective? Why or why not?

10. Do you think changes can occur in an organization without a champion to foster new and innovative ways of doing things? Explain.