answer the following questions:

1. Why do organizations need to change, in general? Explain at least four global trends and the related organizational changes using specific industries, companies or other organizations as examples.
2. How is an organizational environment different from a natural environment with respect to change?
3. What are considered to be the most effective means of building a) agility, and b) resiliency in organizations, and why?
4. What would be the best indicator to identify if a company has become over resilient? Explain your answer.
5. Kotter (1995, 2012) describes a classic top-down approach to transforming an organization which has become embedded in the language of management. In what ways does the McCann, et al. (2009) approach differ? In what ways is it similar?
6. Name and describe the three dimensions of Stebels (1996) personal compact? Explain why employees resisted change in the Philips case and how this was finally addressed.
7. How does Kegan and Lahey (2001) explain the role of competing commitments and big assumptions in causing people to resist change? Provide examples.
8. How are personal compacts (Stebel, 1996) related to competing commitments (Kegan and Lahey, 2001) in the context of employees resistance to change?
9. The article from Kegan and Lahey (2001) portrays uncovering competing commitments as a fairly easy process if the steps are followed as mentioned, but what are some challenges that a manager might encounter during the process? Also, what could be some possible solutions to these challenges.
10. How does Zaleznik (1977) differentiate between managers and leaders? Explain the differences on each of four dimensions.
11. According to Kotter (1990), why do organizations need both leaders and managers?
12. Why is it important to hold tension related to innovation at the top of the organization? Explain two alternative means of doing so as described in Tushmans (2011) study. In Mike Lawrie's current situation, what would be the most effective way to hold tension at the top of the business?
13. In a subsequent interview, Tushman stated Exploration requires the capability to fail quickly and cheaply and learn from mistakes. However, if a company is on the verge of failure like MiSys was in the fall of 2008, might this be considered an unacceptable risk, i.e. to keep the Open Source division? Justify your answer.
14. Explain the four ways in which, according to Huy (2001), middle managers facilitate organizational change?
15. Should a company adjust their culture to allow tempered radicals (Myerson, 2001) to create change? For example; should a conservative, rule-driven company shift to a horizontal structure that would invite employees to speak openly about their ideas?