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CMR Emotions and Experiences

CMR Emotions and Experiences

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Question 1 of 8

1. Question

According to Bridges, organisational change is primarily about:

Managing processes and tasks
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Leading people through change
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Implementing policies effectively
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Increasing productivity instantly
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Question 2 of 8

2. Question

What are the three key stages in the Bridges Transition Model?

Planning, Execution, Reflection
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Resistance, Acceptance, Growth
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Endings, Neutral Zone, New Beginning
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Strategy, Leadership, Culture
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Question 3 of 8

3. Question

Why do people often struggle during the endings phase?

They resist all change instinctively
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They must let go of familiar habits and security
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They have too much control over the process
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They immediately accept the new situation
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Question 4 of 8

4. Question

What emotions are commonly experienced in the neutral zone?

Clarity, confidence, excitement
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Anger, defiance, resistance
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Confusion, frustration, scepticism
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Joy, motivation, optimism
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Question 5 of 8

5. Question

How does productivity typically change throughout the transition process?

It stays constant during all phases
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It declines in the neutral zone before increasing again
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It drops permanently due to employee frustration
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It spikes immediately after the change begins
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Question 6 of 8

6. Question

Why should leaders acknowledge emotions during change?

To prevent employees from resisting
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To allow people time to process their experiences
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To eliminate feelings of loss or frustration
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To enforce change more quickly
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Question 7 of 8

7. Question

What happens in the new beginnings phase?

Employees fully accept and commit to change
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Productivity remains unstable
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People revert to previous habits
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The organisation removes support systems
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Question 8 of 8

8. Question

What is the key leadership takeaway from Bridges’ model?

Push employees quickly through transitions
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Avoid discussing emotions
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Give people time to adjust emotionally and psychologically
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Focus only on productivity goals
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