Chapter 32: Change managers learning from their own experience

1. Reflection-in-action can:

undermine long-term effectiveness occur after the event camouflage the need for learning help people decide what to do next

2. Whenever change agents intervene to secure change, their behaviour is often based on their:

espoused theories reactions to feedback from others knowledge of well-tried theories theories-in-use

3. Which of the following is not one of the four stages in Kolb’s learning cycle?

Engaging in an immediate concrete experience Speculating about what could go wrong Interpreting what happened Planning what to do next

4. Single-loop learning leads to:

the development of corrective routines within the existing governing variables an inattention to common errors a review of the governing variables the development of path breaking interventions

5. Which of the following are NOT barriers to reflective practice?

Being so bound up in a frenetic range of activities that leaders have little time or no opportunity for observation and reflection Being sufficiently committed to a course of action that leaders can resist others’ attempts to challenge their worldview Challenging beliefs about the competence and motives of others that makes it easy for those leading the change to dismiss their feedback Organisation structures, policies and management practices that limit upward communication

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