2017 AAPM Annual Meeting
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Session Title: Leading From the Middle (Ticketed Event)
Question 1: The microstructures that influence our interactions with other people:
Reference:The Surprising Power of Liberating Structures: Simple Rules to Unleash A Culture of Innovation Henri Lipmanowicz, Keith McCandless (Liberating Structures Press: 2014)
Choice A:Organize routine interactions.
Choice B:Guide and control how groups work together.
Choice C:Enable and constrain what is possible.
Choice D:All of the above.
Question 2: Conventional structures are used to organize how people routinely work together stifle inclusion and engagement:
Reference:The Surprising Power of Liberating Structures: Simple Rules to Unleash A Culture of Innovation Henri Lipmanowicz, Keith McCandless (Liberating Structures Press: 2014)
Choice A:True.
Choice B:False.
Question 3: Polarity Management increases in value as the system or issue:
Reference:Polarity Management: Identifying and Managing Unsolvable Problems Barry Johnson (HBR Press: 2014)
Choice A:Increases in complexity.
Choice B:Decreases in number of employees.
Choice C:Increases in market share.
Choice D:Increases in resistance to change.
Choice E:A and D.
Question 4: Polarities have 2 or more right answers that are interdependent:
Reference:Polarity Management: Identifying and Managing Unsolvable Problems Barry Johnson (HBR Press: 2014)
Choice A:True.
Choice B:False.
Question 5: The Definition of polarity management consists of these elements:
Reference:Polarity Management: Identifying and Managing Unsolvable Problems Barry Johnson (HBR Press: 2014)
Choice A:2 or more right answers.
Choice B:Interdependence.
Choice C:Energy flow.
Choice D:Personality preference.
Choice E:A, B & C.
Question 6: Which of the following is not a polarity?
Reference:Polarity Management: Identifying and Managing Unsolvable Problems Barry Johnson (HBR Press: 2014)
Choice A:Part and whole.
Choice B:Cost and quality.
Choice C:Strategic and operational.
Choice D:Hiring person A or B.
Choice E:Inhale and exhale.
Question 7: Upwards of 70% of change efforts fail:
Reference:Tipping the Balance: Overcoming persistent problems in organizational change; Research in Organizational Change and Development, 19, 259-292.
Choice A:True.
Choice B:False.
Question 8: Successful change agents don’t work to prevent these reactions but rather to make them discussable:
Reference:Tipping the Balance: Overcoming persistent problems in organizational change; Research in Organizational Change and Development, 19, 259-292.
Choice A:Politics.
Choice B:Emotions.
Choice C:Inspiration.
Choice D:Mindsets.
Choice E:All of the above.
Question 9: If the structural, technical and financial changes go well, the human changes will take care of themselves.
Reference:Managing Transitions: Making the Most of Change (Da Capo Lifelong Books, 2009)
Choice A:True.
Choice B:False.
Question 10: Change and transition are often confusing; therefore, leaders should refrain from having conversations until clarity is certain.
Reference:Tipping the Balance: Overcoming persistent problems in organizational change; Research in Organizational Change and Development, 19, 259-292.
Choice A:True.
Choice B:False.
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