Change-Management-Foundation Questions Pass on Your First Attempt Dumps for Change Management Certified [Q12-Q35]

Change-Management-Foundation APMG-International

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Change-Management-Foundation Questions Pass on Your First Attempt Dumps for Change Management Certified

Change-Management-Foundation Practice Test Pdf Exam Material

QUESTION 12
Which is a description of the role of Line Management in the change process?

Develops communications networks across the organization

Tests thinking and advises on effective delivery of change

Provides financial resources to support specific change tasks

Ensure senior managers are committed to the changes

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)

QUESTION 13
According to theBechard and Harris change formula’ which response will increase an individual’s dissatisfaction with the status quo?

Amend performance targets during the change

Communicate the danger of inaction

Clarify the steps users need to take

Focus on the benefits of the change

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.

QUESTION 14
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

An increased risk that people will feel change is being imposed

Too much knowledge of how things work and terminology used

They may not devote oftheir time to the change

Lack of an emotional connection to how things work now.

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)

QUESTION 15
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

Only 1 is true

Only 2 is true

Both 1 and 2 are true

Neither 1 or 2 is true

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)

QUESTION 16
According to Morgan, what metaphor describes an organization where formal management of change is impossible?

Flux and transformation

Machines

Political systems

Brains

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

QUESTION 17
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.

Only 1 is true

Only 2 is true

Both 1 and 2 are true

Neither 1 or 2 is true

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)

QUESTION 18
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?

The number of change initiatives affecting a specific stakeholder category

The probability of unintended consequences affecting a stakeholder group

The number of change agents required to support the change

The proportion of a given stakeholder group that are impacted by a change

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

QUESTION 19
Which statement describes an advantage of using storylelling to engage people’s hearts and mind more fully when communicating change?

Stories primarily engage rational thought so people logically work out what to do

Stories engage people by providing detailed plans and timescales for change

Stories engage people with the challenges ahead and how can be overcome

Stories entertain and help people relax, so they can be more positive about the change

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)

QUESTION 20
Which action is a suitable response when resistance to change is shown through sabotage?

Allocate important change tasks to the saboteurs

Ensure saboteurs are excluded from any involvement with the change

Ignore the saboteurs and hope that people will NOT be influenced

Accept that deliberate attempts to undermine change are inevitable

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)

QUESTION 21
Which item should be included within the communication plan?

The expected benefits of implementing a change

The reasons behind change initiative and the priorities for implementation

Details on what preparations have the completed prior to a change

How the results of a communication activity will be monitored and evaluated

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

QUESTION 22
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.

Only1 is true

Only 2 is true

Both 1 and Z are true

Neither 1 or 2 is true

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)

QUESTION 23
In Herzberg’s studies on job satisfaction, which statement about dissatisfiesChygene factors’) is true?

Dissatisfiers are the only factors that can be influenced in the work place.

Beyonda certain level, improving dissatisfiers does not lead to job satisfaction

It is unnecessary to consider the impact of change on the dissatisfiers

The dissatisfiers are related to the workitself, rather than its context

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. Beyond a certain level, improving dissatisfiers (hygiene factors) does not lead to job satisfaction, as they only prevent dissatisfaction. To increase job satisfaction, motivators need to be enhanced or introduced. Therefore, statement B is true. The other statements are not true, as they either contradict or misinterpret Herzberg’s theory. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

QUESTION 24
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.

Only 1 is true

Only 2 is the true

Both 1 and 2 are true

Neither 1 or 2 is true

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)

QUESTION 25
Which is an engagement level of Mayfield’s stakeholder radar technique?

Ideal

Required

Must have

Vital

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 (page 11)

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

Mindmapping

Stakeholder Radar

Personas

Empathay maps

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

QUESTION 27
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?

Change work priorities to devote more time to change

Withdraw attraction and focus on day to day tasks

Redefine the changes to suite then better

Complain to senior management that change is being badly managed

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)

QUESTION 28
According to Lewin’s Force-field analysis’ which action needs to occur if an organization desires to make change more quickly?

Driving forces need to be decreased

Driving forces need to be augmented

Restraining forces to be increased

Resisting forces need to be increased

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)

QUESTION 29
Which is a correct description of how Tuckman’s five phases of team development work in practice?

Once a stage is completed a team never returns to it.

Successful teams always stay in the performing stage

Teams may go backwards or oscillate between the stages

An equal amount of time is spent in each stage

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

QUESTION 30
Which approach to fostering engagement and collaboration represents best practice for getting the MOST from social channelsduring change?

Make clear to people what is considered acceptable use of social media

Encourage people to make unrestricted use of social media

Allow people to evolve local rules on how to use social media

Encourage individuals to link workplace social media wit external contacts

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.

QUESTION 31
Which statement describes ‘confirmation bias’?

People like continuity and find ways to avoid change

People pay most attention to facts agree with their current opinions

People assume that information that is easy to access will be the most important

People allow their ideas to be shaped by what most other people are starting to believe

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

QUESTION 32
Which of the following is a purpose of creating a change management plan when preparing for change?

Document the set of typically recurring actions that contribute to change readness’

Provide a detailed schedule of project and their dependencies

Capture of full list of issues to be resolved before change can start

Record a list of all the change risks and the responsive actions required.

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)

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