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Change-Management-Foundation Practice Questions

Question # 1
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. Both 1 and 2 are true
D. Neither 1 or 2 is true


D. 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://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%201%20-%20v1.0.pdf (page 11)

Question # 2
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.
A. Only1 is true
B. Only 2 is true
C. Both 1 and Z are true
D. 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%208%20-%20v1.0.pdf (page 11)

Question # 3
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. An organization chart showing senior positions in the new structure
C. A statement of the differences between the current and future states
D. The planned frequency of staff engagement surveys


C. A statement of the differences between the current and future states

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%2031%20-%20v1.0.pdf (page 11)


Question # 4
Which is a description of the role of Line Management in the change process?
A. Develops communications networks across the organization
B. Tests thinking and advises on effective delivery of change
C. Provides financial resources to support specific change tasks
D. Ensure senior managers are committed to the changes


B. Tests thinking and advises on effective delivery of change

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%2021%20-%20v1.0.pdf (page 11)


Question # 5
According to Schein, which approach would decrease learning anxiety?
A. Reminding the stakeholders of all the times they have failed to change
B. Encourage staff to try new things
C. Penalising staff who make mistakes
D. Creating a sense that the organization might fail if the change is NOT made.


B. Encourage staff to try new things

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%206%20-%20v1.0.pdf (page 11)


Question # 6
Which is a correct description of how Tuckman’s five phases of team development work in practice?
A. Once a stage is completed a team never returns to it.
B. Successful teams always stay in the performing stage
C. Teams may go backwards or oscillate between the stages
D. An equal amount of time is spent in each stage


C. Teams may go backwards or oscillate between the stages

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 # 7
Which action, taken as part of the four-step emergent change process, addresses the currentconsequences of the change not yet being a reality?
A. Identify what people are experiencing once the chances are complete
B. Capture what people are experiencing in the present state
C. Create a vision statement that captures the desired future state
D. Develop a route-map for implementing the required changes


B. Capture what people are experiencing in the present state

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%2022%20-%20v1.0.pdf (page 11)

Question # 8
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?
A. Additional change agents will be need to be appointed
B. Staff will be more willing to help achieve the outcomes of change
C. The likelihood of achieving performance targets reduces.
D. There will be no effect if senior managers maintain discipline


C. The likelihood of achieving performance targets reduces.

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.

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APMG-International Change-Management-Foundation Exam Dumps

Exam Name: Change Management Foundation Exam
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