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NEW QUESTION # 12
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. Delaycommunication until all the details are known
- C. Interpret emotions as evidence of poor change management
- 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 # 13
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Extinction happens when rewards for a certainbehaviorare withdrawn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. Only 1 is true
- C. Both 1 and 2 are true
- D. Neither 1 or 2 is true
Answer: B
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Extinction is a concept in behavioral learning that describes what happens when rewards for a certain behavior are withdrawn.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 # 14
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. Progmalist
- C. Activist
- D. Theorist
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 # 15
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. Too much knowledge of how things work and terminology used
- B. They may not devote oftheir time to the change
- C. An increased risk that people will feel change is being imposed
- D. Lack of an emotional connection to how things work now.
Answer: C
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 # 16
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. Enable a better understanding of the level of influence this stakeholder group has in the organization
- C. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
- D. Allow tracking of how the members of this stakeholder group performance against their objectives
Answer: C
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 # 17
Which reason explains why it is helpful to segment stakeholders?
- A. It highlights the level of influence and interest stakeholders have in the planned change
- B. Enables different approaches and analysis techniques to be used with different stakeholder groups
- C. Identities individuals or groups who are resisting change
- D. Helps identify the organization's culture for scoping appropriate engagement
Answer: B
Explanation:
Explanation
Segmenting stakeholders is the process of dividing them into groups based on common characteristics, such as roles, interests, needs, expectations, or attitudes towards the change. One reason why it is helpful to segment stakeholders is that it enables different approaches and analysis techniques to be used with different stakeholder groups. For example, segmenting stakeholders can help to tailor communication messages and channels to suit each group's preferences and concerns, or to apply different engagement strategies and tactics to address each group's level of influence and impact.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/newPPM_07.htm
NEW QUESTION # 18
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 # 19
Which management approach is recommended to help people through the'endings'phase of Bridges model of human transition?
- A. Encourage people to turn their backs on the past
- B. Look for quick successes to announce
- C. Concentrate on the emotional content of issues
- D. Be clear about the scope of the change
Answer: C
Explanation:
Explanation
Bridges model of human transition is a framework that describes how people experience and cope with change. The model consists of three phases: endings, neutral zone, and new beginnings. The endings phase is when people have to let go of the old situation and deal with the loss and uncertainty that comes with change.
The recommended management approach to help people through this phase is to concentrate on the emotional content of issues, that is, to acknowledge and address the feelings and reactions that people have, such as anger, denial, or sadness. This can help people to accept the change and move on to the next phase.
References:
* https://www.mindtools.com/pages/article/bridges-transition-model.htm
* https://www.wmbridges.com/about/what-is-transition/
NEW QUESTION # 20
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 number of change agents required to support the change
- C. The proportion of a given stakeholder group that are impacted by a change
- D. The number of change initiatives affecting a specific stakeholder category
Answer: C
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 # 21
Which statement describes 'confirmation bias'?
- A. People allow their ideas to be shaped by what most other people are starting to believe
- B. People like continuity and find ways to avoid change
- C. People assume that information that is easy to access will be the most important
- D. People pay most attention to facts agree with their current opinions
Answer: D
Explanation:
Explanation
Confirmation bias is a cognitive bias that causes people to pay more attention to facts that agree with their current opinions and ignore or discount facts that contradict them. Confirmation bias can affect how people perceive, interpret, and remember information, as well as how they make decisions and judgments.
Confirmation bias can hinder learning and change, as people may resist or reject new information that challenges their existing beliefs or assumptions.
References:
* https://www.mindtools.com/pages/article/avoiding-psychological-bias.htm#confirmationbias
* https://www.psychologytoday.com/us/basics/confirmation-bias
NEW QUESTION # 22
What is the First step of Kotter's eight-step model for planning and leading organizational change?
- A. Establishing a sense of urgency
- B. Communicating the change vision
- C. Empowering employees for broad-based action
- D. Generating short term wins
Answer: A
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 # 23
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. Identify what people are experiencing once the chances are complete
- D. Capture what people are experiencing in the present state
Answer: D
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 # 24
Which is a correct description of how Tuckman's five phases of team development work in practice?
- A. Successful teams always stay in the performing stage
- B. Once a stage is completed a team never returns to it.
- C. An equal amount of time is spent in each stage
- D. Teams may go backwards or oscillate between the stages
Answer: D
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 # 25
Which advice is given about managing the 'complexresponsive processes' that surround emergent change?
- A. Restrict communications about change to only those who need to know
- B. He prepared to spend time addressing every specific issue that anses
- C. Focus on the main purpose of the change father than specific events
- D. Ignore any 'unofficial' discussions between managers and staff
Answer: C
Explanation:
Explanation
Emergent change is a type of change that arises from within an organization, rather than being imposed from outside. Emergent change is influenced by complex responsive processes, which are the patterns of interaction and communication that occur among people in an organization. To manage these processes, change leaders should focus on the main purpose of the change rather than specific events, as this helps to create a shared vision and direction for the change. The other options are not good advice for managing complex responsive processes, as they either ignore, restrict, or overreact to them, which can hinder the emergence and adaptation of the change. 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. Ensure saboteurs are excluded from any involvement with the change
- B. Ignore the saboteurs and hope that people will NOT be influenced
- C. Allocate important change tasks to the saboteurs
- D. Accept that deliberate attempts to undermine change are inevitable
Answer: C
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
Which is a benefit of using change agent networks?
- A. They take accountability for delivering all change objectives within agreed timescales
- B. They provide reports to management on staff performance
- C. They take charge of defining and appropriate strategy for change
- D. They help people keep up to date and involved in the change
Answer: D
Explanation:
Explanation
Change agent networks are groups of people who act as advocates, champions, or ambassadors for a change within an organization. They can help to communicate, implement, and sustain the change at different levels and locations. One of the benefits of using change agent networks is that they help people keep up to date and involved in the change, as they provide information, feedback, support, and guidance throughout the change process. The other options are not benefits of using change agent networks, as they either imply different roles or responsibilities for the change agent networks or are not relevant to their function. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 28
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. Focus on the benefits of the change
- C. Amend performance targets during the change
- D. Clarify the steps users need to take
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 # 29
Which of the following statement about communication approaches that encourage engagement during change are true?
It is helpful to delay communication until all the information is avoiding the risk of misleading people with insufficient data.
An external communications agency should be asked to relay messages when dealing with a difficult change.
- A. Only 1 is true
- B. Neither 1 or 2 is true
- C. Both 1 and 2 are true
- D. Only 2 is the true
Answer: B
Explanation:
Explanation
Communication approaches that encourage engagement during change should be timely, transparent, honest, consistent, and two-way. It is not helpful to delay communication until all the information is available, as this can create uncertainty and anxiety among stakeholders. It is also not advisable to use an external communications agency to relay messages when dealing with a difficult change, as this can undermine trust and credibility of the change leaders. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 30
Which characteristic can be tracked using Mayfield's stakeholder radar technique?
- A. The changes in roles and responsibilities during engagement
- B. Change in the stakeholder's engagement needs and domain
- C. The interest that a stakeholder has in a change through its life.
- D. The power/influence that a stakeholder has in a change throughout its lite
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 # 31
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