Worksheet – Chapter 40: Managing Change | 第40章练习：变革管理

📚 Worksheet – Chapter 40: Managing Change | 第40章练习：变革管理

This worksheet revises the core A2 Business concepts in Chapter 40, including drivers of change, resistance to change, Lewin’s force-field analysis, Kotter’s eight-step model, and strategies for embedding change. Use the paired English-Chinese notes to test your understanding before attempting the exam-style questions.

本练习复习第40章的核心A2商务概念，涵盖变革动因、变革阻力、勒温力场分析、科特八步模型以及巩固变革的策略。使用中英双语笔记检验理解，然后完成考试风格题目。

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1. Key Terminology | 核心术语

Change management is the controlled process of moving an organisation from its current state to a desired future state. A change agent is the person or group who leads the change, often a manager, an external consultant, or a leadership team.

变革管理是指组织从当前状态向期望的未来状态转变的受控过程。变革推动者是领导变革的个人或团体，通常是经理、外部顾问或领导团队。

Incremental change occurs in small steps with limited disruption, while step change is a radical, one-off transformation that often follows a crisis, a merger, or a major technological shift.

渐进式变革以小步推进，干扰有限；而阶跃式变革是一种激进的、一次性的转型，通常发生在危机、并购或重大技术变革之后。

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2. Drivers of Change | 变革的驱动因素

Internal drivers include new leadership, poor financial performance, the launch of new technology, a revised corporate strategy, and changing employee expectations. External drivers include PEST factors such as new legislation, recession, social trends, and disruptive digital innovations.

内部驱动因素包括新领导层、财务表现不佳、新技术推出、公司战略调整以及员工期望变化。外部驱动因素包括PEST因素，如新法规、经济衰退、社会趋势和颠覆性数字创新。

Cambridge questions often ask candidates to distinguish between a driver of change and the effect of change. For example, a fall in market share is an effect that creates urgency, while the launch of a rival product is a driver.

剑桥考题常要求考生区分变革的驱动因素与变革的影响。例如，市场份额下降是产生影响的结果，它制造了紧迫感；而竞争对手推出新产品则是驱动因素。

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3. Reasons Why Employees Resist Change | 员工抵制变革的原因

Resistance to change is normal because change creates uncertainty. Common reasons include fear of job loss, loss of status or authority, lack of understanding, different assessments of the situation, and a low tolerance for disruption.

抵制变革是正常现象，因为变革带来不确定性。常见原因包括害怕失业、失去地位或权力、缺乏理解、对形势评估不同以及容忍干扰的能力较低。

Employees may also resist when they feel the change threatens their habits, skills, or established working relationships. This resistance is not always irrational; it can provide useful feedback on poor communication or flawed implementation.

员工也可能因为认为变革威胁到自己的习惯、技能或已建立的工作关系而抵制。这种抵制并非总是非理性的，它可能为沟通不足或实施缺陷提供有用的反馈。

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4. Lewin’s Force-Field Analysis | 勒温力场分析

Lewin’s force-field analysis models any situation as a balance between driving forces that push change forward and restraining forces that hold it back. Change is more likely when driving forces are stronger than restraining forces, or when restraining forces are deliberately reduced.

勒温的力场分析将任何情境建模为推动变革的驱动力与阻碍变革的抑制力之间的平衡。当驱动力强于抑制力，或有意削弱抑制力时，变革更有可能实现。

Net force for change = Σ driving forces − Σ restraining forces

Managers can improve the likelihood of change by either strengthening driving forces, such as offering a bonus for early adoption, or weakening restraining forces, such as retraining workers who fear redundancy.

管理者可以通过增强驱动力（如为早期采纳者提供奖金）或削弱抑制力（如对担心裁员的工人进行再培训）来提高变革的可能性。

A key exam point is that strengthening driving forces alone can increase resistance because people feel pressured; reducing restraining forces is often more effective and less confrontational.

考试关键点是，单独增强驱动力可能增加抵制，因为人们感到压力；减少抑制力通常更有效且对抗性更低。

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5. Kotter’s Eight-Step Model | 科特八步模型

Kotter’s eight-step model gives a structured sequence for leading major change: 1 Create a sense of urgency; 2 Form a powerful guiding coalition; 3 Develop a clear vision and strategy; 4 Communicate the vision widely; 5 Empower employees to act on the vision; 6 Generate short-term wins; 7 Consolidate improvements and produce more change; 8 Anchor new approaches in the organisational culture.

科特八步模型为领导重大变革提供了结构化顺序：1 树立紧迫感；2 组建强大的指导联盟；3 制定清晰的愿景与战略；4 广泛传播愿景；5 授权员工按愿景行动；6 创造短期成果；7 巩固改进并推动更多变革；8 将新方法植入组织文化。

The model is useful because it reminds managers that communication and culture matter as much as technical planning. However, it can be criticised as too linear, unrealistic in a crisis, and more suited to top-down change.

该模型有用，因为它提醒管理者沟通与文化和技术规划同样重要。但也可能被批评为过于线性、在危机中不切实际，且更适用于自上而下的变革。

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6. Methods to Overcome Resistance | 克服阻力的方法

Methods to overcome resistance include education and communication to explain the reasons for change; participation and involvement to give employees ownership; facilitation and support such as counselling or retraining; negotiation and agreement, for example offering a pay package to early leavers; manipulation and co-option as a last resort; and explicit or implied coercion when speed is essential.

克服阻力的方法包括：教育与沟通，解释变革原因；参与和投入，使员工获得归属感；促进与支持，如提供咨询或再培训；谈判与协议，例如向提前离职者提供薪酬方案；操纵与拉拢作为最后手段；以及在速度至关重要时使用明确或隐含的强制。

Cambridge answers score highly when they link each method to the source of resistance. For example, if resistance comes from fear of job loss, retraining and a clear redundancy policy may be more appropriate than participation alone.

剑桥高分答案通常将每种方法与阻力来源联系起来。例如，如果阻力源于对失业的恐惧，再培训和明确裁员政策可能比单纯参与更合适。

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7. Organisational Culture and Change | 组织文化与变革

Organisational culture is the set of shared values, beliefs, and norms that shape how employees behave. A strong culture can either support change when it values innovation and learning, or block change when it values tradition, hierarchy, and risk avoidance.

组织文化是塑造员工行为的共同价值观、信念和规范。强文化既可能在重视创新和学习时支持变革，也可能在重视传统、等级和规避风险时阻碍变革。

Changing culture is difficult because it involves deep assumptions, not just surface symbols. Handy’s cultural types, such as power culture, role culture, task culture, and person culture, help explain why the same change method may work in one firm but fail in another.

改变文化很困难，因为它涉及深层假设，而不仅仅是表面标志。汉迪的文化类型——权力文化、角色文化、任务文化和个人文化——有助于解释为何同样的变革方法在一家公司有效而在另一家失败。

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8. Change Leadership vs Change Management | 变革领导与变革管理

Change leadership focuses on creating a vision, aligning people behind it, and motivating them to overcome obstacles. Change management focuses on planning, budgeting, monitoring, and controlling the change process. Both are needed for successful strategic implementation.

变革领导侧重于树立愿景、使人们团结在愿景周围，并激励他们克服障碍。变革管理侧重于规划、预算、监控和控制变革过程。两者对于战略成功实施都必不可少。

A common exam distinction is that management ensures the change is technically well organised, whereas leadership ensures that employees are emotionally committed to the new direction.

一个常见考试区分是，管理确保变革在技术上组织良好，而领导确保员工在情感上承诺于新方向。

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9. Exam-Style Short Case Application | 考试风格案例应用

Case application: A furniture manufacturer, WoodCore Ltd, has seen its sales fall by 12% because online competitors offer lower prices and faster delivery. The finance director proposes closing two of its five warehouses and introducing automated ordering. Warehouse staff fear redundancy, while sales staff fear losing customer relationships.

案例应用：家具制造商 WoodCore Ltd 销售额下降12%，因为线上竞争对手提供更低价格和更快配送。财务总监提议关闭五个仓库中的两个，并引入自动化订货。仓库员工担心裁员，销售人员则担心失去客户关系。

Using Lewin’s model, the driving forces include falling sales, competitor pressure, and the need for cost reduction. The restraining forces include employee fear, possible union action, and the cost of redundancy and retraining. The board should focus first on reducing restraining forces through consultation and redeployment.

使用勒温模型，驱动力包括销售额下降、竞争压力和降低成本的需要。抑制力包括员工担忧、可能采取工会行动，以及裁员和再培训的成本。董事会应首先通过协商和调岗来削弱抑制力。

Using Kotter’s model, the leader should create urgency by sharing the 12% sales decline openly, form a guiding coalition of warehouse, sales, and finance managers, and communicate a vision of a leaner,

Published by TutorHao | A-Level 商务 Revision Series | aleveler.com

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