The Best APMG-International Change-Management-Foundation Study Guides and Dumps of 2024

Top APMG-International Change-Management-Foundation Exam Audio Study Guide! Practice Questions Edition

NEW QUESTION # 17
What is the First step of Kotter's eight-step model for planning and leading organizational change?

• A. Generating short term wins
• B. Communicating the change vision
• C. Empowering employees for broad-based action
• D. Establishing a sense of urgency

Answer: D

Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the first step of Kotter's model is establishing a sense of urgency.

NEW QUESTION # 18
Which statement describes 'shared values' in the McKinsey 7S model?

• A. The introduction of matrix management
• B. The ability of employees to perform their roles
• C. The attitude of staff toward their work
• D. The management style adopted by senior leaders

Answer: C

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 # 19
According to Schein, which approach would decrease learning anxiety?

• A. Reminding the stakeholders of all the times they have failed to change
• B. Encourage staff to try new things
• C. Creating a sense that the organization might fail if the change is NOT made.
• D. Penalising staff who make mistakes

Answer: B

Explanation:
Explanation
According to Schein, learning anxiety is the fear or discomfort that people experience when they are asked to learn something new or change their behavior. To decrease learning anxiety, change leaders should create psychological safety, which is the sense of trust and support that people feel when they are learning or changing. One way to create psychological safety is to encourage staff to try new things and experiment without fear of failure or punishment. The other options would increase learning anxiety, as they would create more pressure, stress, and negativity for the staff. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 20
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certainbehaviorare withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction

• A. Only 2 is true
• B. Both 1 and 2 are true
• C. Neither 1 or 2 is true
• D. Only 1 is true

Answer: D

Explanation:
Explanation
Extinction is a concept in behavioral learning that describes what happens when rewards for a certain behavior are withdrawn. This can lead to the behavior being reduced or eliminated over time. However, reconditioning behavior after extinction does not take as long as it did before extinction, as there is still some memory or association of the behavior and the reward. Therefore, only statement 1 is true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 21
Which item is one of Mayfield's seven principles of stakeholder engagement?

• A. Different levels of engagement are required depending on where people are along the change journey
• B. Continually look at the big picture and the long term to make sure the change sticks
• C. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time
• D. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away

Answer: D

Explanation:
Explanation
Mayfield's seven principles of stakeholder engagement are:
* Engagement is a two-way process
* Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
* Different levels of engagement are required depending on where people are along the change journey
* Engagement requires empathy -understanding what matters most to stakeholders
* Engagement requires authenticity -being honest about what can be influenced
* Engagement requires creativity -finding ways to involve stakeholders in meaningful ways
* Engagement requires courage -being prepared to have difficult conversations Therefore, option B is one of Mayfield's seven principles of stakeholder engagement. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 22
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. Develops communications networks across the organization
• C. Provides financial resources to support specific change tasks
• 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 # 23
Which statement describes an advantage of using storylelling to engage people's hearts and mind more fully when communicating change?

• A. Stories engage people with the challenges ahead and how can be overcome
• B. Stories engage people by providing detailed plans and timescales for change
• C. Stories primarily engage rational thought so people logically work out what to do
• D. Stories entertain and help people relax, so they can be more positive about the change

Answer: A

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 # 24
According to Honey and Munford, which learning style would team BEST through watching a video showinga new being undertaken in the work environment?

• A. Refector
• B. Activist
• C. Theorist
• D. Progmalist

Answer: A

Explanation:
Explanation
Reflectors are people who prefer to learn by observing and thinking about their experiences. They enjoy taking time to consider new information and ideas and tend to be thoughtful and analytical. Watching a video showing a new being undertaken in the work environment would suit their learning style as they can observe how others do it and reflect on the implications and outcomes.
References:
* https://expertprogrammanagement.com/2020/10/honey-and-mumford/
* https://www.simplimba.com/honey-and-mumford-model/

NEW QUESTION # 25
Which statement about Senge's system thinking model is correct?

• A. Change can beplanned and implemented using an eight-stage model
• B. Change must e driven primary by senior sponsors
• C. Processes in organizations can either support or limit the effectiveness of change
• D. Leadership support is NOT required in the systems thinking model

Answer: C

Explanation:
Explanation
Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 26
When holding a facilitated workshop to identify stakeholders for a change, which technique is the MOST useful for capturing this information?

• A. Empathay maps
• B. Stakeholder Radar
• C. Personas
• D. Mindmapping

Answer: D

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 # 27
According to Morgan, what metaphor describes an organization where formal management of change is impossible?

• A. Flux and transformation
• B. Brains
• C. Machines
• D. Political systems

Answer: A

Explanation:
Explanation
According to Morgan, flux and transformation is a metaphor that describes an organization where formal management of change is impossible because the organization is constantly changing and evolving in response to its environment. This metaphor views organizations as complex adaptive systems that are self-organizing, emergent, and nonlinear.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization

NEW QUESTION # 28
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?

• A. Redefine the changes to suite then better
• B. Complain to senior management that change is being badly managed
• C. Change work priorities to devote more time to change
• D. Withdraw attraction and focus on day to day tasks

Answer: D

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 # 29
Which of the following statements about the change severity assessment 'environment' impact are true?
The amount of other activity happening at the same time as the charge is a factor The common values and behaviors in the organization is a factor.

• A. Only 2 is true
• B. Only1 is true
• C. Neither 1 or 2 is true
• D. Both 1 and Z are true

Answer: D

Explanation:
Explanation
The change severity assessment is a tool to evaluate the impact of a change on different dimensions, such as environment, organization, individuals, and project. The environment dimension considers the external and internal factors that affect the change, such as market conditions, competitors, regulations, culture, values, and behaviors. The amount of other activity happening at the same time as the change and the common values and behaviors in the organization are both factors that belong to the environment dimension. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 30
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?

• A. The probability of unintended consequences affecting a stakeholder group
• B. The proportion of a given stakeholder group that are impacted by a change
• C. The number of change initiatives affecting a specific stakeholder category
• D. The number of change agents required to support the change

Answer: B

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 # 31
Which characteristic can be tracked using Mayfield's stakeholder radar technique?

• A. The power/influence that a stakeholder has in a change throughout its lite
• B. Change in the stakeholder's engagement needs and domain
• C. The changes in roles and responsibilities during engagement
• D. The interest that a stakeholder has in a change through its life.

Answer: B

Explanation:
Explanation
Mayfield's stakeholder radar technique is a tool that helps to monitor and manage stakeholders throughout the life cycle of a change initiative. The technique involves plotting stakeholders on a radar chart according to four dimensions: engagement needs(how much attention they require), domain (their area of interest or expertise), impact (how much they are affected by the change), and influence (how much they can affect the change). By tracking these dimensions over time, the technique can help to identify changes in the stakeholder's engagement needs and domain, as well as any potential risks or opportunities for engagement.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mayfield.consulting/stakeholder-radar/

NEW QUESTION # 32
Which action is an appropriate change management response to people in the early stages of a change cure?

• A. Delaycommunication until all the details are known
• B. Be clear about the losses that people will experience
• C. Accept that everyone will eventually work their way through the curve
• D. Interpret emotions as evidence of poor change management

Answer: B

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 # 33
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?

• A. Generating short-term wins
• B. Communicating the change vision
• C. Empowering employees for broad-based action
• D. Creating the guiding coalition

Answer: D

Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 34
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?

• A. Team mission, planning and goal setting.
• B. Team inter-personal relationships
• C. Team operating processes
• D. Team roles

Answer: B

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 # 35
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?

• A. Flux and transformation
• B. Brains
• C. Machines
• D. Political systems

Answer: C

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 # 36
Which approach to fostering engagement and collaboration represents best practice for getting the MOST from social channelsduring change?

• A. Make clear to people what is considered acceptable use of social media
• B. Encourage individuals to link workplace social media wit external contacts
• C. Allow people to evolve local rules on how to use social media
• D. Encourage people to make unrestricted use of social media

Answer: A

Explanation:
Explanation
Social media is a type of communication channel that allows for online interaction and collaboration among people. Social media can be used to foster engagement and collaboration during change, as it can provide information, feedback, support, and innovation. However, social media also poses some challenges and risks, such as misinformation, distraction, or conflict. Therefore, the best practice for getting the most from social channels during change is to make clear to people what is considered acceptable use of social media, such as the purpose, tone, frequency, and content of the messages. The other options are not best practices, as they either encourage unrestricted or restricted use of social media, which can have negative consequences for the change.

NEW QUESTION # 37
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