Pass APMG-International Change-Management-Foundation Exam with Guarantee Updated 52 Questions
Latest Change-Management-Foundation Pass Guaranteed Exam Dumps Certification Sample Questions
NEW QUESTION # 27
Which item should be included within the communication plan?
- A. The expected benefits of implementing a change
- B. The reasons behind change initiative and the priorities for implementation
- C. How the results of a communication activity will be monitored and evaluated
- D. Details on what preparations have the completed prior to a change
Answer: C
Explanation:
Explanation
A communication plan is a document that outlines the objectives, strategies, tactics, channels, audiences, messages, and metrics for communicating about a change initiative. One of the essential items that should be included in a communication plan is how the results of a communication activity will be monitored and evaluated. This involves defining the criteria and methods for measuring the effectiveness and impact of the communication activities, such as feedback surveys, focus groups, analytics, or indicators of awareness, understanding, and support for the change.
References:
* https://www.yourthoughtpartner.com/blog/change-management-communication
* https://www.prosci.com/resources/articles/communications-checklist-for-change-management
NEW QUESTION # 28
When comparing 'lean' and 'rich' communication channels, which of the following statements about a 'rich' communication channelistrue?
A 'rich' channel allows for conversation a quick response, and the chance for interaction.
A 'rich' channel conveys non-verbal cues, suchas emotion and feelings, tone or gestures.
- A. Only 1 is true
- B. Neither 1 or 2 is true
- C. Only 2 is true
- D. Both 1 and 2 are true
Answer: D
Explanation:
Explanation
Communication channels can be classified as lean or rich, depending on the amount and quality of information they can convey. A rich communication channel allows for conversation, a quick response, and the chance for interaction, as well as conveys non-verbal cues, such as emotion and feelings, tone or gestures. Examples of rich communication channels are face-to-face meetings, video calls, or phone calls. Therefore, both statements
1 and 2 are true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 29
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. Theorist
- C. Progmalist
- D. Activist
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 # 30
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?
- A. No other stage follows reflective observation
- B. Concrete experience
- C. Practical experimentation
- D. Abstract conceptualization
Answer: D
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 # 31
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. Only 2 is the true
- C. Neither 1 or 2 is true
- D. Both 1 and 2 are true
Answer: C
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 # 32
Which of the following is a purpose of creating a change management plan when preparing for change?
- A. Record a list of all the change risks and the responsive actions required.
- B. Provide a detailed schedule of project and their dependencies
- C. Capture of full list of issues to be resolved before change can start
- D. Document the set of typically recurring actions that contribute to change readness'
Answer: A
Explanation:
Explanation
One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 33
WhichMBTIpreference would bring a rational approach to selecting an outcome?
- A. Perceiving
- B. Introvert
- C. Feeling
- D. Thinking
Answer: D
Explanation:
Explanation
According to the Myers-Briggs Type Indicator (MBTI), thinking is one of the four preference pairs that describe how people interact with the world and make decisions. Thinking refers to preferring to use logic, analysis, and objective criteria to select an outcome. The other options are not preferences, but dimensions of preferences. Introvert and perceiving are opposite to extrovert and judging, respectively, while feeling is opposite to thinking. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 34
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 # 35
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?
- A. There will be no effect if senior managers maintain discipline
- B. Staff will be more willing to help achieve the outcomes of change
- C. The likelihood of achieving performance targets reduces.
- D. Additional change agents will be need to be appointed
Answer: C
Explanation:
Explanation
The psychological contract is the unwritten and implicit agreement between an organization and its employees, which defines their mutual expectations and obligations. The psychological contract can be broken when either party fails to fulfill their promises or obligations, such as changing the terms and conditions of employment, reducing the benefits or rewards, or violating the trust or respect. When the psychological contract is broken, it can have negative effects on the organization, such as lower employee engagement, commitment, and loyalty; higher turnover, absenteeism, and grievances; and lower productivity, quality, and innovation. Therefore, one of the effects of breaking the psychological contract is that the likelihood of achieving performance targets reduces. The other options are not effects of breaking the psychological contract, but rather causes or consequences of other factors.
NEW QUESTION # 36
According to theBechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Amend performance targets during the change
- B. Clarify the steps users need to take
- C. Communicate the danger of inaction
- D. Focus on the benefits of the change
Answer: C
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 # 37
Which statement about Senge's system thinking model is correct?
- A. Change can beplanned and implemented using an eight-stage model
- B. Processes in organizations can either support or limit the effectiveness of change
- C. Leadership support is NOT required in the systems thinking model
- D. Change must e driven primary by senior sponsors
Answer: B
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 # 38
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. Neither 1 or 2 is true
- B. Only 2 is true
- C. Only 1 is true
- D. Both 1 and 2 are true
Answer: C
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 # 39
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. A statement of the differences between the current and future states
- C. The planned frequency of staff engagement surveys
- D. An organization chart showing senior positions in the new structure
Answer: B
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 # 40
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. Withdraw attraction and focus on day to day tasks
- D. Change work priorities to devote more time to change
Answer: C
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 # 41
Which is a description of the role of Line Management in the change process?
- A. Ensure senior managers are committed to the changes
- B. Provides financial resources to support specific change tasks
- C. Develops communications networks across the organization
- D. Tests thinking and advises on effective delivery of change
Answer: D
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 # 42
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 # 43
Which is a desired characteristic of a vision statement for a change?
- A. Sets out several promises that may be hard to measure
- B. Lists all the activities needed to achieve the changes
- C. Explains the future organization structure in detail
- D. It is veritable so its achievement can be confirmed
Answer: D
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 # 44
Which statement describes 'confirmation bias'?
- A. People allow their ideas to be shaped by what most other people are starting to believe
- B. People pay most attention to facts agree with their current opinions
- C. People like continuity and find ways to avoid change
- D. People assume that information that is easy to access will be the most important
Answer: B
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 # 45
According to Schein, which approach would decrease learning anxiety?
- A. Encourage staff to try new things
- B. Reminding the stakeholders of all the times they have failed to change
- C. Penalising staff who make mistakes
- D. Creating a sense that the organization might fail if the change is NOT made.
Answer: A
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 # 46
Which action is an appropriate change management response to people in the early stages of a change cure?
- A. Interpret emotions as evidence of poor change management
- B. Delaycommunication until all the details are known
- C. Be clear about the losses that people will experience
- D. Accept that everyone will eventually work their way through the curve
Answer: C
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 # 47
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. Helps identify the organization's culture for scoping appropriate engagement
- C. Identities individuals or groups who are resisting change
- D. Enables different approaches and analysis techniques to be used with different stakeholder groups
Answer: D
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 # 48
......
New Change-Management-Foundation Test Materials & Valid Change-Management-Foundation Test Engine: https://www.actual4labs.com/APMG-International/Change-Management-Foundation-actual-exam-dumps.html
Change-Management-Foundation Updated Exam Dumps [2023] Practice Valid Exam Dumps Question: https://drive.google.com/open?id=1u1vNKsbg5ItW8TlznDGKb1Pu-eQ7G5c0