1.    The approach Appreciative Inquiry (AI) goes through four stages: Discovery, Dream, Design, and Delivery. AI assumes that all people as well as organizations consist of a positive core. How do you locate this positive core? Why is the positive core essential for this approach? In which stages is the positive core present explain how?
 

2.    How can the VCI-model (i.e. vision, culture and image) be useful as a tool before and after an organizational change?

3.    A company has many employees, resulting that the informal coordination is no longer very effective. People in different departments are not properly informed about what their colleagues are doing, because they no longer meet at coffee breaks. Sometimes it is even hard to find someone you need information or resources from, because they are not available during the expected work hours. The manager would like to prompt a change in the group behavior, to make them comply more with the rules of punctuality and respect for formal procedures, which will be hard. In the early days of the company, communication was easily done, informally, through the multiple contacts that employees had, around the coffee machine, or in their frequent interactions. Today the size of the company means that sometimes it is even impossible to get feedback from certain colleagues, because we do not know where they are or what they do, including during working hours!

    The manager would like to introduce a change of behavior in the teams, so that everyone better respects the rules and procedures. Theres a long way to go …
    Propose a plan for social change to help the manger. You can use Lewins model of change.

4.    You are the Headcoach of a consultant team of 15 employees specialized in change management. After working with several big and prestigious companies, the team hit a rough path with few and less lucrative assignments. Several of your coaches are bothered by this development. Some are even mentioning that you, as their Headcoach, should install more discipline and motivation within the team. Some coaches are arguing in-between one another. The mood is low. You thought that coaching of coaches should be relaxing, but you are starting to realize that, if this team does not start pulling together and get more assignments the future looks very dark.

    What would you emphasize more: discipline or motivation? How are they related?
    What approach (behavioral, psychodynamic, cognitive or humanistic) will you use to change the team spirit? Give reasons for your choice?
    How would you address the increased negative talk among team members?

5.    You work as an internal change agent at an international journal. Some of your key stakeholders urge the management to get a healthier profile. For this reason, the board has told you to facilitate some healthy changes, e.g. some of your best journalists are having bad habits: Sweet tooth, overweight, junk food eaters, and alcoholic tendencies. You know that old habits die hard. Temptation is strong. And that the human being, apparently, is weak. Still you have to make the change happen.

    What would you do?
    How will you teach the journalist towards a healthy lifestyle?
    What tools do have to break the habits? What should you be aware of?
    Would you involve the management? Why? Why not?
    Is there a leadership or change approach that might help facilitate the change?