A software development company wants to transition from a traditional working model to one focused on innovation and adaptability. The management has recognized a need to support changes in the…

Question

Options

• AIntroduce rules for innovation and adaptability across all teams
• BHave leaders actively demonstrate and promote innovative practices
• CLimit the cultural shift initiatives to only the newer employees
• DBase performance evaluations solely on the number of innovative ideas generated

• A
  5% (3)
• B
  84% (49)
• C
  2% (1)
• D
  9% (5)

Explanation

Option B is correct because cultural change is most effectively driven by leadership modeling - when leaders visibly embrace and practice innovative behaviors, it signals organizational commitment and gives employees a concrete example to follow, which is far more persuasive than mandates alone. A is wrong because simply introducing rules for innovation doesn't change mindset; compliance-based rules can generate superficial conformity without genuine cultural adoption. C is wrong because limiting initiatives to newer employees ignores the core problem - it's the long-standing employees who are resistant and most critical to win over. D is wrong because evaluating performance solely on idea count incentivizes quantity over quality and can create anxiety rather than a genuine culture of innovation.

Memory tip: Think "Lead by Example" - in change management, behavior flows downward from leadership. If you see an answer where leaders model the desired culture, that's almost always the right approach over rules, exclusion, or narrow metrics.

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