Pass Change-Management-Foundation Exam Latest Practice Questions Updated on Nov 12, 2023
APMG-International Change-Management-Foundation Study Guide Archives
NEW QUESTION # 13
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?
- A. Concrete experience
- B. Practical experimentation
- C. Abstract conceptualization
- D. No other stage follows reflective observation
Answer: C
Explanation:
Explanation
Kolb's learning cycle is a model that describes how people learn from experience. The model consists of four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation.
Concrete experience is when people have a direct involvement in a situation or activity. Reflective observation is when people review and reflect on what they have done and observed. Abstract conceptualization is when people draw conclusions and form generalizations from their reflections. Active experimentation is when people apply their learning to new situations or modify their behavior accordingly. Therefore, the stage that immediately follows the reflective observation stage is abstract conceptualization. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 14
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. Lack of an emotional connection to how things work now.
- B. An increased risk that people will feel change is being imposed
- C. Too much knowledge of how things work and terminology used
- D. They may not devote oftheir time to the change
Answer: B
Explanation:
Explanation
Making or marketing an external appointment to a change team is a decision that can have advantages and disadvantages for an organization. One possible disadvantage is that it can increase the risk that people will feel change is being imposed by outsiders who do not understand or care about their situation or needs. This can lead to resentment, resistance, or distrust among the staff or stakeholders affected by the change.
Therefore, option A is the best example of a disadvantage of making or marketing an external appointment to a change team. The other options are not disadvantages, as they either imply advantages or are not related to making or marketing an external appointment. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 15
Which is a correct description of how Tuckman's five phases of team development work in practice?
- A. An equal amount of time is spent in each stage
- B. Successful teams always stay in the performing stage
- C. Teams may go backwards or oscillate between the stages
- D. Once a stage is completed a team never returns to it.
Answer: C
Explanation:
Explanation
Tuckman's five phases of team development are a model that describes how teams evolve and mature over time. The five phases are: forming, storming, norming, performing, and adjourning. In practice, teams may not follow these phases in a linear or sequential way, but may go backwards or oscillate between the stages depending on various factors, such as changes in goals, leadership, membership, or context. Therefore, team leaders and members need to be aware of the current stage of their team and adapt their behaviors and actions accordingly.
References:
* https://www.mindtools.com/pages/article/newLDR_86.htm
* https://www.researchgate.net/publication/235298447_Developmental_Sequence_in_Small_Groups
NEW QUESTION # 16
Which is a description of the role of Line Management in the change process?
- A. Tests thinking and advises on effective delivery of change
- B. Provides financial resources to support specific change tasks
- C. Develops communications networks across the organization
- D. Ensure senior managers are committed to the changes
Answer: A
Explanation:
Explanation
According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Line Management is a sub-role of Change Agent, which is the role that promotes an idea to potential Sponsors and implements the change once it is approved. Line Management tests thinking andadvises on effective delivery of change, as well as supports and coaches staff through the change. The other options are not descriptions of the role of Line Management, but rather of other roles or activities in the change process. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 17
Which action, taken as part of the four-step emergent change process, addresses the currentconsequences of the change not yet being a reality?
- A. Create a vision statement that captures the desired future state
- B. Develop a route-map for implementing the required changes
- C. Capture what people are experiencing in the present state
- D. Identify what people are experiencing once the chances are complete
Answer: C
Explanation:
Explanation
The four-step emergent change process is a tool to facilitate change that emerges from within an organization, rather than being imposed from outside. The four steps are:
* Capture what people are experiencing in the present state
* Identify what people are experiencing once the changes are complete
* Create a vision statement that captures the desired future state
* Develop a route-map for implementing the required changes
Therefore, the action that addresses the current consequences of the change not yet being a reality is to capture what people are experiencing in the present state. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 18
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?
- A. Brains
- B. Political systems
- C. Flux and transformation
- D. Machines
Answer: D
Explanation:
Explanation
According to Morgan, machines is a metaphor that applies to an organization that has structured and tightly-controlled processes. This metaphor views organizations as rational, efficient, and predictable systems that operate according to predefined rules and procedures. This metaphor emphasizes order, stability, hierarchy, and control.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization
NEW QUESTION # 19
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?
- A. Team operating processes
- B. Team roles
- C. Team mission, planning and goal setting.
- D. Team inter-personal relationships
Answer: D
Explanation:
Explanation
According to Glaser and Glaser, team effectiveness is influenced by four elements: team mission, planning and goal setting; team roles; team operating processes; and team inter-personal relationships. Team inter-personal relationships refer to the quality of communication, trust, respect, and collaboration among team members.
This element enables team members to help each other address challenges, as well as share feedback, ideas, and emotions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 20
Which statement describes 'shared values' in the McKinsey 7S model?
- A. The management style adopted by senior leaders
- B. The ability of employees to perform their roles
- C. The introduction of matrix management
- D. The attitude of staff toward their work
Answer: D
Explanation:
Explanation
The McKinsey 7S model is a framework to analyze and improve organizational performance and effectiveness. The model consists of seven interrelated elements: strategy, structure, systems, shared values, skills, style, and staff. Shared values refer to the core values and beliefs that guide the organization's vision, mission, and culture. The attitude of staff toward their work is an example of shared values. The other options are examples of other elements in the model. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 21
According to theBechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Communicate the danger of inaction
- B. Clarify the steps users need to take
- C. Amend performance targets during the change
- D. Focus on the benefits of the change
Answer: A
Explanation:
Explanation
The Beckhard and Harris change formula is a tool to assess the readiness and motivation for change in an organization. The formula states that change will happen when D x V x F > R, where D is dissatisfaction with the status quo, V is vision of the desired future state, F is first steps or action plan for the change, and R is resistance to change. To increase an individual's dissatisfaction with the status quo, one possible action is to communicate the danger of inaction, such as the risks, threats, or losses that may occur if no change is made.
This can create a sense of urgency and need for change among the individual. The other options are not actions that will increase dissatisfaction with the status quo, but rather actions that will address other factors in the formula.
NEW QUESTION # 22
Which statement describes an advantage of using storylelling to engage people's hearts and mind more fully when communicating change?
- A. Stories entertain and help people relax, so they can be more positive about the change
- B. Stories engage people with the challenges ahead and how can be overcome
- C. Stories engage people by providing detailed plans and timescales for change
- D. Stories primarily engage rational thought so people logically work out what to do
Answer: B
Explanation:
Explanation
Storytelling is a technique to communicate change in a way that engages people's hearts and minds more fully.
Stories can convey the vision, purpose, and benefits of the change, as well as the challenges ahead and how they can be overcome. Stories can also inspire, motivate, and persuade people to support and participate in the change. Therefore, option C is the best example of an advantage of using storytelling to communicate change.
The other options are not advantages, as they either do not reflect the purpose of storytelling or do not engage people's hearts and minds. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 23
Which is a desired characteristic of a vision statement for a change?
- A. Lists all the activities needed to achieve the changes
- B. Sets out several promises that may be hard to measure
- C. It is veritable so its achievement can be confirmed
- D. Explains the future organization structure in detail
Answer: C
Explanation:
Explanation
A vision statement for a change is a concise and compelling description of the desired future state that the change aims to achieve. A vision statement should have several characteristics, such as being clear, inspiring, realistic, and verifiable. Being verifiable means that the vision statement can be measured and confirmed when it is achieved. The other options are not desired characteristics of a vision statement, as they are either too detailed, vague, or irrelevant. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 24
According to Herzberg's research, which factor leads to high job satisfaction?
- A. Working conditions
- B. Security
- C. Responsibility
- D. Salary
Answer: C
Explanation:
Explanation
According to Herzberg's research, job satisfaction and dissatisfaction are influenced by two different sets of factors: motivators and hygiene factors. Motivators are factors that lead to high job satisfaction and motivation, such as achievement, recognition, responsibility, advancement, and growth. Hygiene factors are factors that do not cause satisfaction, but can cause dissatisfaction if they are absent or inadequate, such as working conditions, salary, security, and supervision. Therefore, responsibility is a motivator that leads to high job satisfaction. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 25
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?
- A. Complain to senior management that change is being badly managed
- B. Withdraw attraction and focus on day to day tasks
- C. Redefine the changes to suite then better
- D. Change work priorities to devote more time to change
Answer: B
Explanation:
Explanation
When change takes a long time to embed, stakeholders may lose interest, enthusiasm, or commitment to the change. They may withdraw attention and focus on day to day tasks, as they feel that the change is not relevant, urgent, or beneficial for them. This may affect the momentum and success of the change. Therefore, option B is the most likely stakeholder response that may occur in this situation. The other options are less likely, as they either imply more involvement, effort, or feedback from the stakeholders. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 26
Which action is a suitable response when resistance to change is shown through sabotage?
- A. Accept that deliberate attempts to undermine change are inevitable
- B. Ignore the saboteurs and hope that people will NOT be influenced
- C. Ensure saboteurs are excluded from any involvement with the change
- D. Allocate important change tasks to the saboteurs
Answer: D
Explanation:
Explanation
Resistance to change is a common reaction that occurs when people perceive a threat or loss from the change.
Resistance can be shown in different ways, such as denial, avoidance, passive-aggressive behavior, or sabotage. Sabotage is a deliberate attempt to undermine or obstruct the change. To deal with sabotage, change leaders should try to understand the reasons behind it and address them constructively. One possible action is to allocate important change tasks to the saboteurs, as this can increase their involvement, ownership, and accountability for the change. The other options are not suitable responses, as they either ignore, isolate, or accept the sabotage, which can worsen the situation and damage the change. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 27
What role in change must promote an idea to potential Sponsors?
- A. Targets
- B. Change Agent
- C. Sponsor
- D. Idea-Generator
Answer: B
Explanation:
Explanation
According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Idea-Generator is the role that identifies the need for change and proposes a solution. Sponsor is the role that authorizes and funds the change. Change Agent is the role that promotes an idea to potential Sponsors and implements the change once it is approved.
Target is the role that is affected bythe change and needs to adopt new behaviors or ways of working.
References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 28
Which advantage relates to using a Persona to understand a stakeholder group?
- A. Facilities more creative and innovative thinking amongst members of this stakeholder group
- B. Allow tracking of how the members of this stakeholder group performance against their objectives
- C. Enable a better understanding of the level of influence this stakeholder group has in the organization
- D. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
Answer: D
Explanation:
Explanation
A Persona is a fictional representation of a typical member of a stakeholder group, based on real data and insights. A Persona can help to understand the needs, goals, motivations, and challenges of a stakeholder group, as well as their attitudes and behaviors towards a change. One advantage of using a Persona is that it allows checking of proposed solutions against this Persona to ensure solutions provide what is needed and address any potential issues or concerns.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/personas.htm
NEW QUESTION # 29
Which action is an appropriate change management response to people in the early stages of a change cure?
- A. Be clear about the losses that people will experience
- B. Interpret emotions as evidence of poor change management
- C. Delaycommunication until all the details are known
- D. Accept that everyone will eventually work their way through the curve
Answer: A
Explanation:
Explanation
The change curve is a model that describes the typical emotional stages that people go through when they face a change. The early stages of the change curve are characterized by shock, denial, anger, and frustration. To help people through these stages, change leaders should be clear about the losses that people will experience and acknowledge their feelings and concerns. The other options are not appropriate responses, as they would either ignore or dismiss people's emotions or create more uncertainty and confusion. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 30
When starting to identify the impacts of a change initiative, which description BEST fits one of the recommended key inputs?
- A. An assessment of where people are on the change curve
- B. An organization chart showing senior positions in the new structure
- C. A statement of the differences between the current and future states
- D. The planned frequency of staff engagement surveys
Answer: C
Explanation:
Explanation
When starting to identify the impacts of a change initiative, one of the recommended key inputs is a statement of the differences between the current and future states. This helps to define the scope, scale, and nature of the change, as well as the gaps and opportunities that need to be addressed. The other options are not key inputs for identifying the impacts of a change initiative, but rather outcomes or activities of other processes or stages in the change process. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 31
When holding a facilitated workshop to identify stakeholders for a change, which technique is the MOST useful for capturing this information?
- A. Personas
- B. Empathay maps
- C. Mindmapping
- D. Stakeholder Radar
Answer: C
Explanation:
Explanation
Mindmapping is a technique that is most useful for capturing information when holding a facilitated workshop to identify stakeholders for a change. Mindmapping is a visual way of organizing and presenting information that allows participants to brainstorm ideas, identify connections, and group similar stakeholders together.
Mindmapping can help to create a comprehensive and clear picture of all the stakeholders involved in a change initiative.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/newISS_01.htm
NEW QUESTION # 32
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?
- A. The number of change agents required to support the change
- B. The probability of unintended consequences affecting a stakeholder group
- C. The number of change initiatives affecting a specific stakeholder category
- D. The proportion of a given stakeholder group that are impacted by a change
Answer: D
Explanation:
Explanation
When assessing the severity of change impacts during a stakeholder impact assessment, one of the criteria that can be used is the coverage of impact. The coverage of impact refers to the proportion of a given stakeholder group that are impacted by a change. For example, if a change affects 80% of the employees in a department, the coverage of impact is high. The other options are not criteria for assessing the severity of change impacts, but rather factors or outcomes of other processes or activities in the change process
NEW QUESTION # 33
Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?
- A. Describe thisperiod as an opportunity to learn
- B. Reduce gossip by limiting social occasions at work.
- C. Hold on to established routines wherever possible
- D. Direct feedback through the normal line management processes
Answer: A
Explanation:
Explanation
Bridges' model of human transition describes three phases that people go through when they experience change: ending, losing, and letting go; the neutral zone; and the new beginning. The neutral zone is a period of uncertainty, confusion, and anxiety, but also creativity, innovation, and learning. To help people through this phase, change leaders should describe this period as an opportunity to learn new skills, explore new possibilities, and experiment with new solutions. The other options would not help people through this phase, as they would either maintain the status quo, increase gossip and rumors, or limit feedback channels.
References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 34
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