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Leading and Managing in Nursing, 7th Edition Chapter 18: Leading Change Yoder-Wise: Questions and Correct Answers the Latest Update and Recommended Version£9.44
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Leading and Managing in Nursing, 7th Edition Chapter 18: Leading Change Yoder-Wise: Questions and Correct Answers the Latest Update and Recommended Version
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Module
Leading and Managing
Institution
Leading And Managing
Book
Leading and Managing in Nursing
When goals/outcomes are somewhat unclear in early preparation for a complex change, the
manager and the change management team develop several acceptable goals/outcomes. This
change in management approach is termed:
a. Unfreezing.
b. Nonlinear.
c. Cybernetic.
d. Linear.
→ ANS: B
→ Whi...
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Leading and Managing in Nursing, 7th Edition Chapter 06: Being an Effective FollowerYoder-Wise: Questions and Correct Answers the Latest Update and Recommended Version
Leading and Managing in Nursing, 7th EditionChapter 15-18 : Making Decisions and Solving ProblemsYoder-Wise: , Chapter 18: Leading Change, Chapter 17: Delegating: Authority, Accountability, Respo...
Leading and Managing in Nursing, 7th
Edition Chapter 18: Leading Change
Yoder-Wise: Questions and Correct
Answers the Latest Update and
Recommended Version
When goals/outcomes are somewhat unclear in early preparation for a complex change, the
manager and the change management team develop several acceptable goals/outcomes. This
change in management approach is termed:
a. Unfreezing.
b. Nonlinear.
c. Cybernetic.
d. Linear.
→ ANS: B
→ While Lewin's theory was designed to describe planned or first-order changes, many
scholars think the theory is too simplistic to address how unplanned or second-order
change occurs. In complex situations with an uncertain change environment, a nonlinear
approach that involves flexibility improves overall outcomes. Linear change is
appropriate to stable, less complex, and more predictable situations
The home health agency hired an expert in financial management to evaluate and propose a
plan for reversing growing expenses and decreasing revenues. The expert is well respected,
both personally and professionally, by members living in this small community. To be effective,
→ ANS: C
→ To influence the decision, the expert must be seen as having knowledge of what
matters to the people that they lead and of the change area itself. The expert also
must be enthusiastic and communicative and have referent power.
The nurse manager frequently interacts with staff and other hospice facility employees.
Communication is purposeful because the manager assesses current issues, such as specific
satisfactions and dissatisfactions with the newly implemented computerized documentation
system. Informally, the manager gathers available staff members to address similar learning
needs. Many times, staff members are found coaching other staff about improving use of the
new system. According to Senge (1990), the activities demonstrated in this example are:
a. Dialogue, team learning.
b. Resilience, personal mastery.
c. Shared vision, systems thinking.
d. Mental models, teachable moments.
→ ANS: A
→ Building shared vision occurs when leaders involve all members in moving personal
visions of the future into a consolidated vision common to members and leaders.
The clinical coordinator expects the position description of the new wound care specialist to
change nurses' responsibilities in caring for clients with skin integrity problems. The best
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