This comprehensive collection of cases and exercises allows students to practice organization development (OD) skills at the same time as learning about theories of organizational change and human behavior. The first part of the book presents cases about the OD process, and the second part includes cases in organization-wide, team, and individual interventions. The final part provides practical exercises that make the course material come alive through realistic scenarios that organizational change practitioners regularly experience.
This book can be used as a stand-alone text or as an accompaniment to Donald L. Anderson's textbook Organization Development: The Process of Leading Organizational Change, Second Edition (ISBN 978-1-4129-8774-5).
Exercise 7: Cynicism About Organizational Change
The cynicism about organizational change (CAOC) scale measures the degree to which organizational members hold “a pessimistic viewpoint about change efforts being successful because those responsible for making change are blamed for being unmotivated, incompetent, or both” (Wanous, Reichers, & Austin, 2000, p. 133). When such cynicism is widespread, change is less likely to occur, since organizational members who are highly cynical are less likely to be committed to the organizational change project.
How cynical are you about organizational change? Consider a current or past organizational experience and indicate your level of agreement with the following questions.
The cynicism about organizational change score is the mean of the eight items.
Items 1–4 represent pessimism, or a negative outlook on ...