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NEW QUESTION # 43
Which approach is recommended for helping people through the 'change curve'?
- A. Recognize negative emotions as a sign that the change is being managed badly
- B. Assume that everyone will eventually move on in time to deal with the change
- C. Advise people not to discuss their problems with colleagues
- D. Actively involve line managers in listening and providing support
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The 'change curve' (based on Kubler-Ross's model) describes emotional stages individuals experience during change: shock, denial, frustration, depression, experiment, decision, and integration. The APMG Change Management Foundation stresses proactive support to guide people through these stages effectively. Option A ("Actively involve line managers in listening and providing support") is recommended because line managers are well-positioned to offer personalized support, listen to concerns, and help staff navigate emotions-key to moving through the curve. Option B misinterprets negative emotions as a management failure rather than a natural response, Option C isolates individuals, and Option D is passive and unsupported by the framework.
NEW QUESTION # 44
According to Herzberg's research, which factor leads to high job satisfaction?
- A. Security
- B. Salary
- C. Responsibility
- D. Working conditions
Answer: D
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%2016%20-%20v1.0.pdf (page 11)
NEW QUESTION # 45
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:
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%2025%20-%20v1.0.pdf (page 11)
NEW QUESTION # 46
Which is an engagement level of Mayfield's stakeholder radar technique?
- A. Ideal
- B. Must have
- C. Vital
- D. Required
Answer: C
Explanation:
Mayfield's stakeholder radar technique identifies four levels of engagement for stakeholders: required, desired, actual, and planned. The required level of engagement is the minimum level that is necessary for the stakeholder to support the change or at least not resist it.References: https://apmg-international.com/sites
/default/files/Change%20Management%20Foundation%20Sample%20Paper%202%20-%20v1.0.pdf (page
11)
NEW QUESTION # 47
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:
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%2024%20-%20v1.0.pdf (page 11)
NEW QUESTION # 48
Which MNTI preference is characterized by being spontaneous and disliking detailed plans?
- A. Introvert
- B. Intuition
- C. Perceiving
- D. Feeling
Answer: C
Explanation:
According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert.References: https://apmg-international.com/sites/default/files/Change%
20Management%20Foundation%20Sample%20Paper%2011%20-%20v1.0.pdf (page 11)
NEW QUESTION # 49
Which of the following statements about the behaviour of effective change managers as agile practitioners are true?
- A. They should take a single framework and apply it persistently
- B. They should remain resilient, flexible, and willing to learnA. Only 1 is trueB. Only 2 is trueC. Both 1 and 2 are trueD. Neither 1 nor 2 is true
Answer: B
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Agile change management, as outlined in the APMG Change Management Foundation, emphasizes adaptability and responsiveness over rigid adherence to a single approach. Statement 1 ("They should take a single framework and apply it persistently") contradicts Agile principles, which advocate for iterative, flexible methods tailored to evolving circumstances rather than a one-size-fits-all framework. Statement 2 ("They should remain resilient, flexible, and willing to learn") aligns perfectly with Agile practitioner behaviours, as resilience supports perseverance through challenges, flexibility enables adaptation to change, and a willingness to learn fosters continuous improvement-all core tenets of Agile methodology. Thus, only Statement 2 is true.
NEW QUESTION # 50
What is defined as "The means by which an organization increases involvement of its employees and other stakeholders with organizational change"?
- A. Sponsor
- B. Engagement
- C. Change Agent
- D. Line Leader
Answer: B
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The definition provided in the question matches the APMG Change Management Foundation's description of Engagement, which is the process of involving employees and stakeholders in change initiatives to build commitment and ownership. Engagement is a deliberate strategy to enhance participation and support, distinguishing it from roles like Change Agent (an individual facilitating change), Sponsor (a senior leader championing change), or Line Leader (a manager implementing change locally). The focus on "increasing involvement" aligns directly with Engagement as a foundational concept in stakeholder management.
NEW QUESTION # 51
Which statement describes 'shared values' in the McKinsey 7S model?
- A. The introduction of matrix management
- B. The management style adopted by senior leaders
- C. The ability of employees to perform their roles
- D. The attitude of staff toward their work
Answer: D
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%2012%20-%20v1.0.pdf (page 11)
NEW QUESTION # 52
Which of the following statements about neuroscience research, relevant to helping people learn and embrace change, are true?
Following moments of insight, offer supportive feedback
Positive informative talks from experts
- A. Only 2 is true
- B. Both 1 and 2 are true
- C. Neither 1 nor 2 is true
- D. Only 1 is true
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Neuroscience insights in the APMG Change Management Foundation highlight how the brain learns during change. Statement 1 ("Following moments of insight, offer supportive feedback") is true, as research (e.g., Rock's AGES model) shows that reinforcing insights with feedback strengthens neural pathways, aiding learning. Statement 2 ("Positive informative talks from experts") lacks specific neuroscience backing in this context; while informative, it's not highlighted as a key learning enhancer compared to feedback after insight.
Thus, only Statement 1 is true.
NEW QUESTION # 53
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. They may not devote oftheir time to the change
- C. Too much knowledge of how things work and terminology used
- D. An increased risk that people will feel change is being imposed
Answer: D
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 # 54
According to theBechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Focus on the benefits of the change
- B. Amend performance targets during the change
- C. Communicate the danger of inaction
- D. Clarify the steps users need to take
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 # 55
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. The interest that a stakeholder has in a change through its life.
- C. Change in the stakeholder's engagement needs and domain
- D. The changes in roles and responsibilities during engagement
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 # 56
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?
- A. Team inter-personal relationships
- B. Team roles
- C. Team operating processes
- D. Team mission, planning and goal setting.
Answer: A
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 # 57
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. Ensure saboteurs are excluded from any involvement with the change
- C. Ignore the saboteurs and hope that people will NOT be influenced
- D. Allocate important change tasks to the saboteurs
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 # 58
What role in change must promote an idea to potential Sponsors?
- A. Sponsor
- B. Idea-Generator
- C. Change Agent
- D. Targets
Answer: C
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 # 59
According to the brain science of resistance, which of the key neural factors is an example of a fixed mindset?
- A. Short-term focus
- B. Routine seeking
- C. Emotional reaction to forced change
- D. Cognitive rigidity
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation integrates neuroscience to explain resistance, including factors like those listed. A fixed mindset (per Carol Dweck) resists growth or change, believing abilities are static.
Let's analyze each option in this context:
*Option A: "Routine seeking" - This reflects a preference for familiarity, a common resistance trigger (e.g., preferring old processes). While linked to comfort, it's not inherently a fixed mindset but a behavioral tendency, so it's not the best fit.
*Option B: "Emotional reaction to forced change" - This is a threat response (e.g., fear from SCARF's Certainty domain), driving resistance emotionally. It's situational, not a mindset, making it incorrect.
*Option C: "Cognitive rigidity" - This is the correct answer. Cognitive rigidity is the inability or unwillingness to adapt thinking, a hallmark of a fixed mindset. For example, someone insisting "This is how we've always done it" resists new learning, aligning with neuroscience on inflexible neural patterns and the APMG's focus on mindset barriers.
*Option D: "Short-term focus" - This prioritizes immediate results over long-term gains, a resistance factor, but it's a strategic choice, not a fixed mindset.
Option C best exemplifies a fixed mindset, as it directly ties to the neuroscience of entrenched thinking patterns that hinder change acceptance, a key resistance driver in the framework.
NEW QUESTION # 60
According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?
- A. The required behaviors are set out in theemployee'sguide
- B. Senior management grades are entitled to 'executive' chairs
- C. Meeting customer need is more important than profit
- D. The team motto is 'to deliver excellent service'
Answer: C
Explanation:
Explanation
According to Trompenaars and Hampden-Turner, culture can be expressed at three levels: artifacts, values, and basic assumptions. Artifacts are the visible and tangible manifestations of culture, such as symbols, rituals, and heroes. Values are the shared beliefs and preferences that guide behavior and decision making. Basic assumptions are the unconscious and taken-for-granted beliefs that underlie values and artifacts. Meeting customer need is more important than profit is an example of a basic assumption, as it reflects a deep-rooted belief that influences the values and artifacts of the organization. The other options are examples of artifacts or values, not basic assumptions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 61
According to Herzberg's research, which factor leads to high job satisfaction?
- A. Working conditions
- B. Security
- C. Salary
- D. Responsibility
Answer: D
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 # 62
Which of the following statements about diverse teams are true?
1.Increased creativity and innovation
2.Thorough problem-solving and decision-making
- A. Only 2 is true
- B. Both 1 and 2 are true
- C. Neither 1 nor 2 is true
- D. Only 1 is true
Answer: B
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation highlights the strengths of diverse teams in change initiatives.
Statement 1 ("Increased creativity and innovation") is true, as diverse perspectives bring fresh ideas and novel solutions. Statement 2 ("Thorough problem-solving and decision-making") is also true, as diversity leads to broader analysis and consideration of multiple angles, enhancing decision quality. These benefits are well- documented in the framework, which notes that while diverse teams may take longer to decide, their outcomes are more robust and innovative-making both statements accurate.
NEW QUESTION # 63
Which statement describes 'confirmation bias'?
- A. People pay most attention to facts agree with their current opinions
- B. People allow their ideas to be shaped by what most other people are starting to believe
- C. People assume that information that is easy to access will be the most important
- D. People like continuity and find ways to avoid change
Answer: D
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.
NEW QUESTION # 64
When building a change delivery scorecard, which of the different views on value are achieved through a measurable increase in sales?
- A. Financial
- B. Internal
- C. Learning & Growth
- D. Customer
Answer: A
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The change delivery scorecard is often based on the Balanced Scorecard framework (developed by Kaplan and Norton), which is widely referenced in change management to measure the success ofchange initiatives across multiple perspectives. The APMG Change Management Foundation materials emphasize that the scorecard evaluates value from four key views: Financial, Customer, Internal (Processes), and Learning & Growth. A measurable increase in sales directly relates to revenue and profitability, which are core indicators of financial performance. This aligns with the Financial perspective, as it focuses on tangible monetary outcomes that demonstrate the economic success of the change. The Customer perspective focuses on satisfaction and loyalty, Internal on process efficiency, and Learning & Growth on capability development- none of which directly measure sales increases.
NEW QUESTION # 65
According to Lewin's Force-field analysis' which action needs to occur if an organization desires to make change more quickly?
- A. Restraining forces to be increased
- B. Driving forces need to be decreased
- C. Driving forces need to be augmented
- D. Resisting forces need to be increased
Answer: C
Explanation:
Explanation
Lewin's force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 66
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