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

APMG International CHANGE-MANAGEMENT-FOUNDATION Online Questions & Answers

• Question 41:

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

  A. Stories primarily engage rational thought so people logically work out what to do
  B. Stories engage people by providing detailed plans and timescales for change
  C. Stories engage people with the challenges ahead and how can be overcome
  D. Stories entertain and help people relax, so they can be more positive about the change
  C. Stories engage people with the challenges ahead and how can be overcome

  ---

  Explanation/Reference:

  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.

• Question 42:

  According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?

  A. Team mission, planning and goal setting.
  B. Team roles
  C. Team operating processes
  D. Team inter-personal relationships
  D. Team inter-personal relationships

  ---

  Explanation/Reference:

  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%209%20-%20v1.0.pdf (page 11)

• Question 43:

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

  A. Dissatisfiers are the only factors that can be influenced in the work place.
  B. Beyonda certain level, improving dissatisfiers does not lead to job satisfaction
  C. It is unnecessary to consider the impact of change on the dissatisfiers
  D. The dissatisfiers are related to the workitself, rather than its context
  B. Beyonda certain level, improving dissatisfiers does not lead to job satisfaction

  ---

  Explanation/Reference:

  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%2026%20-% 20v1.0.pdf (page 11)

• Question 44:

  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/Reference:

  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%201%20-%20v1.0.pdf (page 11)

• Question 45:

  Which is an engagement level of Mayfield's stakeholder radar technique?

  A. Ideal
  B. Required
  C. Must have
  D. Vital
  B. Required

• Question 46:

  Which is a benefit of using change agent networks?

  A. They take charge of defining and appropriate strategy for change
  B. They take accountability for delivering all change objectives within agreed timescales
  C. They provide reports to management on staff performance
  D. They help people keep up to date and involved in the change
  D. They help people keep up to date and involved in the change

  ---

  Explanation/Reference:

  Change agent networks are groups of people who act as advocates, champions, or ambassadors for a change within an organization. They can help to communicate, implement, and sustain the change at different levels and locations. One of the benefits of using change agent networks is that they help people keep up to date and involved in the change, as they provide information, feedback, support, and guidance throughout the change process. The other options are not benefits of using change agent networks, as they either imply different roles or responsibilities for the change agent networks or are not relevant to their function.

• Question 47:

  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.

  A. Only 1 is true
  B. Only 2 is true
  C. Both 1 and 2 are true
  D. Neither 1 or 2 is true
  C. Both 1 and 2 are true

  ---

  Explanation/Reference:

  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%2015%20-%20v1.0.pdf (page 11)

• Question 48:

  Which reason explains why it is helpful to segment stakeholders?

  A. Identities individuals or groups who are resisting change
  B. Enables different approaches and analysis techniques to be used with different stakeholder groups
  C. Helps identify the organization's culture for scoping appropriate engagement
  D. It highlights the level of influence and interest stakeholders have in the planned change
  B. Enables different approaches and analysis techniques to be used with different stakeholder groups

  ---

  Explanation/Reference:

  Segmenting stakeholders is the process of dividing them into groups based on common characteristics, such as roles, interests, needs, expectations, or attitudes towards the change. One reason why it is helpful to segment stakeholders is that it enables different approaches and analysis techniques to be used with different stakeholder groups. For example, segmenting stakeholders can help to tailor communication messages and channels to suit each group's preferences and concerns, or to apply different engagement strategies and tactics to address each group's level of influence and impact.

• Question 49:

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

  A. Flux and transformation
  B. Machines
  C. Political systems
  D. Brains
  A. Flux and transformation

  ---

  Explanation/Reference:

  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.

• Question 50:

  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
  C. Abstract conceptualization

  ---

  Explanation/Reference:

  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)