Chapter 17 Practice — C17-033–048
C17-033 — Vision & Communicating Change Vision · Foundational · Recall
What are the three core purposes of a good change vision in Chapter 17?
A. Clarification, motivation, and alignment.
B. Urgency, trialability, and observability.
C. Knowledge, persuasion, and confirmation.
D. Budgeting, scheduling, and compliance.
C17-034 — Vision & Communicating Change Vision · Standard · Understand
Which statement is the best example of a change vision rather than a project plan?
A. “System X will go live on March 31 with 12 interfaces and a $2 million budget.”
B. “We will make trusted, timely information available across the enterprise so decisions are faster, risk is lower, and staff spend less time reconciling conflicting data.”
C. “The project manager will publish a weekly milestone report.”
D. “The migration will contain four sprints followed by user-acceptance testing.”
C17-035 — Vision & Communicating Change Vision · Standard · Distinguish
A vision is inspiring and desirable but depends on capabilities the organization cannot plausibly build and ignores obvious market constraints. Which effective-vision attribute is weakest?
A. Focused.
B. Flexible.
C. Feasible.
D. Communicable.
C17-036 — Vision & Communicating Change Vision · Difficult · Distinguish
A vision gives useful direction, but it prescribes every operating detail so teams cannot adapt when conditions change. Which attribute needs strengthening?
A. Imaginable.
B. Desirable.
C. Communicable.
D. Flexible.
C17-037 — Vision & Communicating Change Vision · Difficult · Apply
The CEO gives one excellent town-hall presentation about Data Governance and assumes the job is done. Six months later staff cannot explain the vision. What is the best correction?
A. Use many forums and repeat the vision consistently, tying routine conversations and decisions back to it.
B. Rewrite the vision into a more detailed project plan.
C. Stop communicating so employees do not become annoyed.
D. Wait for short-term wins to communicate the vision indirectly.
C17-038 — Vision & Communicating Change Vision · Difficult · Apply
A senior executive publicly promotes strict data-security practices but repeatedly sends sensitive customer files through an unapproved channel without consequence. Which communication failure is most damaging?
A. Insufficient trialability.
B. Failure to Walk the Talk; leadership behavior contradicts the vision and signals that it can be ignored.
C. A weak first step in the Gleicher Formula.
D. Too much observability of the innovation.
C17-039 — Vision & Communicating Change Vision · Difficult · Apply
A governance program bans production data in testing, but one critical test requires a formally approved exception with risk controls. How should change leaders protect the vision?
A. Hide the exception because acknowledging it will weaken the vision.
B. Abandon the standard because one exception proves the policy is unrealistic.
C. Explicitly explain the justified inconsistency, its controls and duration, and use the governance exception process rather than pretending no inconsistency exists.
D. Punish the project even when the approved exception process was followed.
C17-040 — Vision & Communicating Change Vision · Expert · Apply
IT believes data is timely and accessible, while business teams build shadow spreadsheets because they experience delays. What change-communication practice is most important?
A. Increase one-way executive messaging until the business accepts IT’s view.
B. Classify business users as Laggards and stop soliciting input.
C. Treat the gap solely as a technical service-level problem and keep it outside change management.
D. Create genuine two-way conversations that surface the perception gap and use stakeholder feedback to refine the vision and execution.
C17-041 — Gleicher Formula · Foundational · Recall
What does the Gleicher Formula express in Chapter 17?
A. Change is possible when dissatisfaction with the status quo multiplied by vision and actionable first steps is strong enough to overcome resistance: C = (D × V × F) > R.
B. Change occurs when urgency plus coalition size exceeds project cost.
C. Adoption occurs when relative advantage plus trialability exceeds complexity.
D. Transition is complete when Ending plus Neutral Zone exceeds New Beginning.
C17-042 — Gleicher Formula · Standard · Understand
A stewardship initiative has an attractive future vision and practical first steps, but stakeholders believe current practices are “good enough.” Which Gleicher variable is weakest?
A. Vision (V).
B. Dissatisfaction with the status quo (D).
C. First steps (F).
D. Resistance (R) must already be zero.
C17-043 — Gleicher Formula · Standard · Distinguish
People are angry about recurring data defects and leadership has approved a pilot, but nobody can explain what the better future will look like or why it matters. Which variable is weakest?
A. Dissatisfaction (D).
B. First steps (F).
C. Vision (V).
D. Resistance (R).
C17-044 — Gleicher Formula · Difficult · Distinguish
Everyone agrees the current state is unacceptable and supports the future vision, but the initiative offers no achievable action people can start now. Which variable should be strengthened?
A. Dissatisfaction (D).
B. Vision (V).
C. Observability.
D. First steps (F).
C17-045 — Gleicher Formula · Difficult · Apply
Leaders try to increase dissatisfaction by publicly shaming teams for data errors. Instead, employees become defensive and oppose the program. What does Gleicher warn about?
A. Increasing D carelessly can also increase R, so urgency/dissatisfaction must be raised without alienating stakeholders.
B. D and R are always inversely related, so resistance should have fallen.
C. Once D is high, V and F are no longer needed.
D. The failure proves the organization is in Bridges’ New Beginning.
C17-046 — Gleicher Formula · Difficult · Apply
Which first step best satisfies the Gleicher Formula guidance?
A. A symbolic activity unrelated to the future-state vision.
B. A small, achievable pilot that clearly demonstrates how its work moves the organization toward the stated change vision.
C. A massive enterprise rollout designed mainly to prove leadership seriousness.
D. An undefined instruction to “start behaving differently immediately.”
C17-047 — Gleicher Formula · Difficult · Apply
A scenario is diagnosed as weak D because people see no problem with the status quo. What changed fact most directly makes weak V the better diagnosis?
A. The sponsor repeats the same dissatisfaction data more often.
B. The first pilot becomes easier to execute.
C. New audit evidence makes everyone agree the current state is unacceptable, but leaders still cannot describe a compelling better future.
D. A stakeholder leaves the organization.
C17-048 — Gleicher Formula · Expert · Apply
A Data Quality program has visible pain (D), an inspiring vision (V), and a low-risk pilot (F), yet influential managers still block access to staff and data. What is the best next focus?
A. Increase dissatisfaction until the managers are embarrassed into compliance.
B. Replace the vision with a more detailed budget.
C. Skip stakeholder work because the positive side of the formula is already complete.
D. Reduce resistance (R) by understanding and addressing stakeholder concerns and barriers rather than merely increasing D, V or F further.