It is possible to effect transformational change on complex systems such as companies, cities, and ecosystems. However, to do so, you must first identify the system's most sensitive points of power or influence, which we call "leverage points".Among the four types of leverage points listed below, one is the easiest to "trigger" but also the least effective for achieving systemic and transformational change. Which type of change is least effective?AChanging constants, parameters, thresholds, or numbers: e.g., changing the numerical value of standards on air pollutionBModifying the structure of information flows: e.g., installing a water-use gauge that is clearly visible to everyone, instead of placing it out of sightCModifying the rules of the system: e.g., replacing an individual evaluation system with a collective rating systemDChanging the paradigm from which the system emerged: e.g., challenging an established assumption, such as Copernicus did when he proved that Earth is not the center of the UniverseEI'm not sure

Change that affects an entire organizational system or several of its units is called what?a.)Strategic changeb.)System-level changec.)Unit-based changed.)Organization-level change

Under which type of change management initiative would you categorise Project 1?Transformational change, since the net impact is high and the overall complexity is lowQuick win, since the net impact is high and the overall complexity is lowQuick win, since the net impact is low and the overall complexity is highTransformational change, since the net impact is low and the overall complexity is high

Changes that have high complexity but also have a significant impact on the organisation are know as _________ changes. Answer Options Select any one option Clear Answer Quick wins Transformational Incremental Questionable

What are a few common characteristics of a successful large transformational change in an organisation? People’s fears have been addressed in tangible ways. They have been given the time to change and provided with alternatives in case they cannot change.The doubts of and the resistance from the middle management (i.e., managers and senior managers who oversee frontline teams) have been resolved and eliminated and they have committed to the change initiative.Senior managers are assured that every change gain will be anchored, although there is apprehension that the organisation could slip back to the old status quo.Barriers that could derail the change have been identified and a plan to remove them has been devised.2, 3 and 41, 2 and 41, 3 and 41, 2 and 3

As per the change type matrix, which of these projects can be categorised as a transformational change?Project 4, since the net impact is low and the overall complexity is highProject 2, since the net impact is high and the overall complexity is highProject 2, since the net impact is low and the overall complexity is highProject 4, since the net impact is high and the overall complexity is low