Etimad M4 - Post Assessment ETIMAD NATIONAL LEADERSHIP PROGRAM 2026 Module 4: Leading Through ChangePost Knowledge Assessment Dear Etimad Participants,Thank you for your active participation in Module 4: Leading Through Change. This post-module assessment is intended to help us measure the knowledge and insights gained throughout the module. The questions are the same as those shared before the module, allowing us to assess learning outcomes and the overall impact of the experience. There are 10 multiple-choice questions, which should take approximately 5 minutes to complete. YOUR DETAILS:Full Name:Cohort:- Select -Cohort 1Cohort 2QUESTIONS: 1. According to Ron Heifetz, what is the most common reason leaders fail when facing adaptive challenges? A. They move too slowly because they wait for complete information B. They treat adaptive challenges as technical problems and apply expert fixes C. They delegate the challenge to people without enough authority to act D. They involve too many stakeholders and lose control of the process2. Scenario: Six months after a new competitor entered your market, customer behaviour is shifting in ways nobody predicted. Your team has competing theories about why, and no one can say with confidence what is causing what. Using your diagnosis of the type of challenge this is, what is the most appropriate way to respond? A. Apply the approach that worked best in your industry during previous market shifts B. Commission a detailed expert analysis to identify the root cause before acting C. Run several small, safe-to-fail experiments and amplify the ones that show promise D. Act decisively to stabilise the situation first, then analyse what happened3. The change equation states that Dissatisfaction x Vision x First steps must be greater than Resistance. Why does it matter that the elements are multiplied rather than added? A. If any one element is close to zero, the change will fail to overcome resistance however strong the others are B. It shows that dissatisfaction is the most important element and should be built up first C. It means resistance can be removed entirely if all three elements are strong enough D. It shows that the three elements must always be addressed in the order they appear4. Scenario: A respected member of your team says: "I understand why we're changing, and the new process makes sense. But the last two initiatives from this department were dropped after six months, and our team was left to clean up." Using Maurer's three levels of resistance, where does this resistance sit, and what is the most effective response? A. Level 1 (I don't get it). Share more data and a clearer rationale for the change B. Level 2 (I don't like it). Reassure them about what the change means for their role C. Level 1 (I don't get it). Arrange training so they feel confident in the new process D. Level 3 (I don't trust you). Acknowledge the history openly and make visible, credible commitments5. When a strategic change is passed down an organisation, what does it mean for a middle manager to act as a translator rather than a broadcaster? A. Repeating the leadership message word for word so that it stays consistent across teams B. Simplifying the message into a short slogan that everyone can remember C. Interpreting the intent into what it means for their own team's priorities and decisions, and feeding back what they learn D. Holding back communication until senior leadership has provided the full detail6. Research by Quy Huy and Timo Vuori into Nokia's decline in smartphones pointed to which factor as central to its failure? A. Nokia's leaders did not anticipate the threat posed by the iPhone B. A climate of fear meant bad news was not passed upwards, leaving top managers overly optimistic C. Nokia's engineers lacked the technical capability to compete with Apple D. The company had become complacent after years of market leadership7. Using Amazon's distinction between one-way and two-way door decisions, which of the following should be treated as a one-way door? A. Trialing a new format for the weekly team meeting B. Choosing which of two teams pilots a new reporting tool C. Testing a revised price point with a small group of customers D. Closing a regional branch and making its staff redundant8. Why is a pre-mortem typically more effective at surfacing risk than simply asking a team "what could go wrong?" A. Treating failure as having already happened makes it easier and safer for people to voice specific concerns B. It allows the leader to identify which team members are least committed to the plan C. It replaces the need for a formal risk register on complex projects D. It focuses the team on best-case outcomes, which increases motivation9. Scenario: To support a service improvement programme, your customer contact centre is measured on average call handling time. Within three months, calls are shorter, but repeat calls and complaints have both risen. What is happening, and what is the best response? A. The team is resisting the change. Reinforce the target and increase accountability for meeting it B. The target is too ambitious. Relax it until the team adjusts to the new process C. The measure has become the target (Goodhart's Law). Pair it with an outcome measure such as first-contact resolution D. The data is unreliable. Stop measuring until a better system is in place10. Scenario: Six months ago, your organisation restructured to encourage cross-functional working. Teams embraced it at first, but they are now drifting back into their old silos. Which explanation is most likely, and what should a leader do? A. The change story was not compelling enough. Relaunch it with a stronger communication campaign B. Metrics, meetings and approval processes still reward the old behaviour. Redesign them to reinforce the new way of working C. The teams lack the right skills. Invest in a training programme on collaboration D. The restructure was the wrong decision. Return to the previous structure to avoid further disruptionSubmit
