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Change-Management-Foundation Updated Test Cram, Real Change-Management-Foundation Questions

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APMG-International Change-Management-Foundation Exam Syllabus Topics:

Topic
Details

Topic 1

Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

Topic 2

Engaging and communicating with stakeholders, change Impact and Readiness, conducting change impact assessments, assessing organizational readiness for change, and identifying and managing resistance to change.

Topic 3

Communication in Change Management: This section covers developing a communication strategy

Topic 4

Leadership and Change: In this section, the preference is given to the role of leadership in change management, change leadership styles, building and maintaining a guiding coalition, etc.

Topic 5

Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.

Topic 6

Measuring and Sustaining Change: In this section, the focus is on the key performance indicators for change initiatives, monitoring and evaluating change progress, and strategies for sustaining change.

Topic 7

Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.

Topic 8

Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques

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APMG-International Change Management Foundation Exam Sample Questions (Q62-Q67):

NEW QUESTION # 62
Which characteristic can be tracked using Mayfield's stakeholder radar technique?

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

Answer: C

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 # 63
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. Allocate important change tasks to the saboteurs
C. Ensure saboteurs are excluded from any involvement with the change
D. Ignore the saboteurs and hope that people will NOT be influenced

Answer: A

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%2028%
20-%20v1.0.pdf (page 11)

NEW QUESTION # 64
Which definition describes 'transition' in Bridges' model of human transitions?

A. The emotional process of adjusting to a change
B. The planned actions required to make a change
C. The time elapsed between letting go of the old and experimenting with new ways
D. The physical process of adopting new changes

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
William Bridges' Transition Model is a key framework in the APMG Change Management Foundation, distinguishing between change (the external event) and transition (the internal psychological process). The model has three phases: Ending, Losing, Letting Go; Neutral Zone; and New Beginning. Let's evaluate each option with extensive detail:
*Option A: "The planned actions required to make a change" - This describes the mechanics of change (e.g., implementing a new system), not transition. Bridges focuses on the human experience, not logistical steps, so this is incorrect.
*Option B: "The emotional process of adjusting to a change" - This is the correct definition. Bridges emphasizes that transition is about how people emotionally and psychologically adapt to change. For example, when a company relocates, the change is the move, but the transition involves employees grieving the old office, feeling disoriented, and eventually embracing the new space. The APMG framework highlights this emotional journey as central to Bridges' model.
*Option C: "The time elapsed between letting go of the old and experimenting with new ways" - This partially aligns with the Neutral Zone phase but is too narrow. Transition encompasses the entire process (all three phases), not just a time segment, making this incomplete.
*Option D: "The physical process of adopting new changes" - This again focuses on external actions (e.g., using new tools), not the internal adjustment Bridges describes, so it's incorrect.
Option B captures the essence of Bridges' model: transition is an emotional, human-centered process, distinct from the tangible aspects of change. The APMG materials use this to explain why managing feelings-like resistance or hope-is critical during change initiatives.

NEW QUESTION # 65
Which of the following statements about a communication plan are true?
1.Same overall format for all change initiatives
2.Content will differ depending on scale and complexity of change

A. Neither 1 nor 2 is true
B. Only 1 is true
C. Only 2 is true
D. Both 1 and 2 are true

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
A communication plan in the APMG Change Management Foundation is a structured tool to engage stakeholders effectively, tailored to each change's needs. This question probes its flexibility versus standardization. Let's analyze with exhaustive detail:
*Statement 1: "Same overall format for all change initiatives"
oTheory: A communication plan typically includes elements like objectives, audiences, messages, channels, and timelines-per APMG templates.
oAnalysis: False. While a consistent structure (e.g., sections) might be used organizationally, the APMG stresses adaptability. A small process tweak (e.g., new form) doesn't need the same depth as amerger. Format varies-e.g., a one-page plan versus a multi-phase strategy-based on scope, not a rigid "same overall format." oExample: A policy update might use a simple email plan, while a tech rollout requires workshops and FAQs-different formats.
*Statement 2: "Content will differ depending on scale and complexity of change" oTheory: Content includes messages, timing, and audience targeting, customized per APMG guidance.
oAnalysis: True. A minor change (e.g., office relocation) might communicate "new address" to all, while a complex ERP rollout needs detailed training schedules for IT, phased updates for staff, and benefits for executives. Scale (e.g., 10 vs. 10,000 people) and complexity (e.g., technical vs. cultural) dictate content variation.
oExample: A safety protocol change has simple content; a digital transformation has layered, role-specific messages.
*Evaluation: B is correct-content adapts, format flexes. APMG prioritizes fit-for-purpose planning over uniformity.

NEW QUESTION # 66
Which item is one of Mayfield's seven principles of stakeholder engagement?

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

Answer: A

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 # 67
......

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