APMG International CHANGE-MANAGEMENT-FOUNDATION Online Practice Questions and Exam Preparation

APMG International CHANGE-MANAGEMENT-FOUNDATION Online Questions & Answers

• Question 31:

  WhichMBTI畃reference would bring a rational approach to selecting an outcome?

  A. Introvert
  B. Feeling
  C. Perceiving
  D. Thinking
  D. Thinking

  ---

  Explanation/Reference:

  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.

• Question 32:

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

  A. The number of change initiatives affecting a specific stakeholder category
  B. The probability of unintended consequences affecting a stakeholder group
  C. The number of change agents required to support the change
  D. The proportion of a given stakeholder group that are impacted by a change
  D. The proportion of a given stakeholder group that are impacted by a change

  ---

  Explanation/Reference:

  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 33:

  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/Reference:

  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.

• Question 34:

  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
  C. Both 1 and Z are true

  ---

  Explanation/Reference:

  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://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample% 20Paper%208%20-%20v1.0.pdf (page 11)

• Question 35:

  Which advice is given about managing the `complexresponsive processes' that surround emergent change?

  A. He prepared to spend time addressing every specific issue that anses
  B. Focus on the main purpose of the change father than specific events
  C. Restrict communications about change to only those who need to know
  D. Ignore any `unofficial' discussions between managers and staff
  B. Focus on the main purpose of the change father than specific events

  ---

  Explanation/Reference:

  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.

• 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. Communicate the danger of inaction
  C. Clarify the steps users need to take
  D. Focus on the benefits of the change
  B. Communicate the danger of inaction

  ---

  Explanation/Reference:

  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 37:

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

  A. Make clear to people what is considered acceptable use of social media
  B. Encourage people to make unrestricted use of social media
  C. Allow people to evolve local rules on how to use social media
  D. Encourage individuals to link workplace social media wit external contacts
  A. Make clear to people what is considered acceptable use of social media

  ---

  Explanation/Reference:

  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 38:

  Which statement describes `confirmation bias'?

  A. People like continuity and find ways to avoid change
  B. People pay most attention to facts agree with their current opinions
  C. People assume that information that is easy to access will be the most important
  D. 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

  ---

  Explanation/Reference:

  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 39:

  What is the First step of Kotter's eight-step model for planning and leading organizational change?

  A. Communicating the change vision
  B. Generating short term wins
  C. Empowering employees for broad-based action
  D. Establishing a sense of urgency
  D. Establishing a sense of urgency

  ---

  Explanation/Reference:

  Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are: Establishing a sense of urgency Creating the guiding coalition Developing a vision and strategy Communicating the change vision Empowering employees for broad-based action Generating short-term wins Consolidating gains and producing more change Anchoring new approaches in the culture Therefore, the first step of Kotter's model is establishing a sense of urgency.

• Question 40:

  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/Reference:

  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)