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Change-Management-Foundation Practice Questions

Question # 1
Which action is a suitable response when resistance to change is shown through sabotage?
A. Allocate important change tasks to the saboteurs
B. Ensure saboteurs are excluded from any involvement with the change
C. Ignore the saboteurs and hope that people will NOT be influenced
D. Accept that deliberate attempts to undermine change are inevitable


A. Allocate important change tasks to the saboteurs

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)


Question # 2
Which is a desired characteristic of a vision statement for a change?
A. It is veritable so its achievement can be confirmed
B. Explains the future organization structure in detail
C. Lists all the activities needed to achieve the changes
D. Sets out several promises that may be hard to measure


A. It is veritable so its achievement can be confirmed

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%2014%20-%20v1.0.pdf (page 11)


Question # 3
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 # 4
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 # 5
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 # 6
Which management approach is recommended to help people through the neutral zone’ phase of Gridges’ model of human transition?
A. Hold on to established routines wherever possible
B. Reduce gossip by limiting social occasions at work.
C. Direct feedback through the normal line management processes
D. Describe thisperiod as an opportunity to learn


D. Describe thisperiod as an opportunity to learn

Explanation:

Bridges’ model of human transition describes three phases that people go through when they experience change: ending, losing, and letting go; the neutral zone; and the new beginning. The neutral zone is a period of uncertainty, confusion, and anxiety, but also creativity, innovation, and learning. To help people through this phase, change leaders should describe this period as an opportunity to learn new skills, explore new possibilities, and experiment with new solutions. The other options would not help people through this phase, as they would either maintain the status quo, increase gossip and rumors, or limit feedback channels.

References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2010%20-%20v1.0.pdf (page 11)


Question # 7
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 # 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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