2. Moving from cultural change (Question 1) to general change, answer the following questions. Can organizations stop resistance to change? If so, how? Does organizational culture have a role in significant change? Explain the interaction between culture and change? 3. At the end of Chapter 15, the second cautionary note suggests that a dysfunctional personality manifested by a Chief Executive may create the same dysfunctional culture for the organization. Thinking about any organization in your past, have you seen evidence that a key leader has been partially responsible for one or more of the listed dysfunctional symptoms? Or conversely, have you seen a CEO who has been responsible for the symptoms of a strong and functional culture? Did this influence come through artifacts, values, or assumptions and/or through any of the five leader roles identified by Edgar Schein? Explain in detail.
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