Chapter 17 Practice — C17-001–016
Do not open diagnostics until you have committed an answer.
C17-001 — Change Fundamentals & Laws · Foundational · Recall
A Data Management platform has been deployed successfully, but business teams continue using the same unofficial workarounds and decision practices. What conclusion best follows Chapter 17?
A. The technical project may be complete, but organizational change has not been achieved because behavior and ways of working remain unchanged.
B. The change is complete because technology deployment is the primary measure of adoption.
C. The only remaining task is to create more detailed system documentation.
D. The problem proves the organization is in Rogers’ Confirmation stage.
C17-002 — Change Fundamentals & Laws · Standard · Understand
Which organizational shift is most consistent with the Chapter 17 introduction?
A. Move all Data Management accountability into IT so ownership is unambiguous.
B. Move from vertical silo accountability toward shared stewardship and accountability along the Information Value chain.
C. Treat information quality mainly as a scorecard and cleansing responsibility.
D. Limit Data Management value measurement to software-license savings.
C17-003 — Change Fundamentals & Laws · Standard · Distinguish
Executives design a new stewardship model without involving affected teams, announce it as non-negotiable, and then complain that employees “hate change.” Which Law of Change best reframes the problem?
A. Organizations do not change; people change.
B. Things are the way they are because they got that way.
C. People do not resist change; they resist being changed.
D. Unless there is push to change, things will likely stay the same.
C17-004 — Change Fundamentals & Laws · Difficult · Distinguish
A team wants to eliminate a manual data reconciliation because it appears inefficient. Veteran staff explain that it was created after the official report repeatedly failed during month-end close. What should the change team do first?
A. Remove the workaround immediately because legacy processes are inherently resistant to change.
B. Classify the veteran staff as Laggards and bypass their input.
C. Increase urgency by warning that all manual processes will be prohibited next month.
D. Understand the historical reason for the workaround and verify that the underlying failure has actually been corrected before removing it.
C17-005 — Change Fundamentals & Laws · Difficult · Apply
A new data-governance design is credible and well explained, but employees believe the current process is already good enough and see no reason to act. Which condition is weakest?
A. There is insufficient push or dissatisfaction with the status quo.
B. The organization lacks a Neutral Zone.
C. The Guiding Coalition is necessarily too large.
D. The change has too much observability.
C17-006 — Change Fundamentals & Laws · Difficult · Apply
Which behavior most closely matches the Chapter 17 description of a Change Agent?
A. Concentrate mainly on configuring the new technology so people have fewer choices.
B. Actively listen to employees, customers and other stakeholders, detect people-side problems early, and help the change execute more smoothly.
C. Protect the original project plan from stakeholder feedback so scope remains stable.
D. Wait until resistance becomes formal before engaging affected groups.
C17-007 — Change Fundamentals & Laws · Difficult · Apply
Why does Chapter 17 emphasize a clear VISION near the end of the Laws of Change section?
A. A vision eliminates the need for a Guiding Coalition.
B. A vision is primarily a detailed implementation schedule.
C. Stakeholders need a vivid, repeatedly communicated picture of the change goals to build engagement, buy-in, backing and continued support when difficulties arise.
D. A vision guarantees that no stakeholder will experience loss during transition.
C17-008 — Change Fundamentals & Laws · Expert · Apply
A program has a technically excellent solution, but its leaders ignore stakeholder history, impose new roles without involvement, and cannot explain the better future beyond “use the new tool.” What is the strongest Chapter 17 diagnosis?
A. The only material weakness is insufficient technical training.
B. The main issue is that the organization has too many Early Adopters.
C. The facts show the change is already anchored in corporate culture.
D. The program is violating several people-centered change principles: it is treating technology as the change, ignoring why current practices exist, imposing change, and lacking a meaningful vision.
C17-009 — Bridges Transition · Foundational · Recall
In Chapter 17, what does Bridges mean by “transition”?
A. The psychological process people go through to come to terms with a new situation.
B. The formal project schedule used to move a system from development into production.
C. The movement of an innovation from Early Adopters to the Early Majority.
D. The restructuring of a Data Management organization from decentralized to centralized.
C17-010 — Bridges Transition · Standard · Understand
Which action is most appropriate during Bridges’ Ending phase?
A. Insist that losses are irrational because the future state is objectively better.
B. Acknowledge what people believe they are losing, clarify what is ending and what is not, respect the past, and explain why the change is necessary.
C. Focus only on celebrating the new state so people stop discussing the past.
D. Remove all old support immediately to force movement into the New Beginning.
C17-011 — Bridges Transition · Standard · Distinguish
A governance redesign has ended old committee structures, but teams are still testing new escalation paths and mixing old and new work habits. Which Bridges phase is most likely?
A. Ending.
B. New Beginning.
C. Neutral Zone.
D. Confirmation.
C17-012 — Bridges Transition · Difficult · Distinguish
Which response best follows the Chapter 17 guidance for managing the Neutral Zone?
A. Suppress experimentation so everyone follows the first new process exactly.
B. Declare the change complete to create confidence.
C. Return permanently to the old process whenever an experiment fails.
D. Involve people, support experimentation and PDSA-style learning, provide feedback, show people they are valued, and keep repeating information.
C17-013 — Bridges Transition · Difficult · Apply
Which condition most strongly indicates Bridges’ New Beginning?
A. People understand their new roles, policies and priorities, and the new way of working is becoming established and normal.
B. People are primarily focused on what status and relationships they lost.
C. Old and new processes are still mixed and nobody is sure which path to use.
D. Stakeholders are merely aware that an innovation exists.
C17-014 — Bridges Transition · Difficult · Apply
Why should a change leader avoid assuming everyone will reach the New Beginning at the same time?
A. Bridges says only Innovators experience the Neutral Zone.
B. Individuals move through the same transition phases at different speeds, so support must account for differing readiness and losses.
C. The New Beginning begins automatically on the technology go-live date.
D. The chapter says transition speed is determined mainly by job level.
C17-015 — Bridges Transition · Difficult · Apply
A scenario is best classified as the Ending because employees are grieving the loss of familiar authority. What changed fact most directly makes Neutral Zone a better answer?
A. Leaders repeat why the old state must end.
B. The organization publishes a final project plan.
C. They have accepted that the old authority structure is ending and are now experimenting with new roles while the new model is still inconsistent.
D. The change sponsor becomes more senior.
C17-016 — Bridges Transition · Expert · Apply
A manager tells staff, “The new data stewardship model launched yesterday, so you should already be comfortable.” Several employees are still grieving lost responsibilities, while others are testing new processes. What is the best response?
A. Treat the discomfort as proof the new model is badly designed and cancel it.
B. Increase technical system training only, because transition is primarily a technology-learning issue.
C. Classify all reluctant employees as Laggards and focus solely on Early Adopters.
D. Recognize that the external change date does not equal completed transition; manage both Ending losses and Neutral Zone experimentation rather than forcing a uniform New Beginning.