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APMG-International Change-Management-Foundation Exam Questions
- Topic 1: Introduction to Change Management: This section covers the definition and importance of change management, types of organizational change, and the role of change managers.
- Topic 2: Change Management Models and Theories: This section discusses Lewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, and Kübler-Ross Change Curve.
- Topic 3: Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques Engaging and communicating with stakeholders, change Impact and Readiness, conducting change impact assessments, assessing organizational readiness for change, and identifying and managing resistance to change.
- Topic 4: Communication in Change Management: This section covers developing a communication strategy communication methods and channels, and effective messaging for different stakeholder groups.
- Topic 5: Leadership and Change: In this section, the preference is given to the role of leadership in change management, change leadership styles, building and maintaining a guiding coalition, etc.
- Topic 6: Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
- Topic 7: Measuring and Sustaining Change: In this section, the focus is on the key performance indicators for change initiatives, monitoring and evaluating change progress, and strategies for sustaining change.
- Topic 8: Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
- Topic 9: Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Free APMG-International Change-Management-Foundation Exam Actual Questions
Note: Premium Questions for Change-Management-Foundation were last updated On Apr. 06, 2025 (see below)
Which of the following statements about the use of symbolic actions and symbolism to appeal to people's hearts and minds are true?
Leaders must lead by example
Only leaders can influence change
Comprehensive and Detailed In-Depth
Symbolic actions and symbolism are powerful tools in change management to emotionally engage stakeholders, as per the APMG Change Management Foundation. Statement 1 ('Leaders must lead by example') is true because leaders' visible actions (e.g., adopting new behaviors) reinforce change messages and build trust, appealing to hearts and minds. Statement 2 ('Only leaders can influence change') is false, as the framework recognizes that change agents, line managers, and even peers can influence change---not just leaders. Thus, only Statement 1 holds true in the context of symbolic influence.
Which delivery strategy makes the idea of 'Minimum Viable Change Practice' particularly useful?
Comprehensive and Detailed In-Depth Explanation:
Delivery strategies in APMG define how change is implemented, and Minimum Viable Change Practice (MVCP) adapts Agile's MVP to change management. Let's explore exhaustively:
* MVCP Defined: A basic, functional change version tested early, refined iteratively (e.g., a pilot process tweak).
* Option A: Big Bang -- All-at-once rollout (e.g., company-wide system switch). MVCP's iterative testing clashes with this---Big Bang commits fully, no refinement. Incorrect.
* Option B: Phased -- Staged rollout (e.g., department-by-department). Useful for control, but not iterative---each phase is planned, not experimental. Less ideal.
* Option C: Voluntary Adoption -- Opt-in change (e.g., new tool usage). Feedback possible, but lacks structured iteration. Not the best fit.
* Option D: Many small incremental/iterative releases -- Correct. Matches MVCP's Agile roots---small, frequent changes (e.g., weekly process updates) allow testing and adjustment, per APMG.
* Why D: Iterative cycles enable MVCP's ''launch-learn-improve'' approach, unlike Big Bang's finality or Phased's linearity.
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?
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. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%209%20-%20v1.0.pdf (page 11)
Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?
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. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2010%20-%20v1.0.pdf (page 11)
Which of the following statements about diverse teams are true?
1. Increased creativity and innovation
2. Thorough problem-solving and decision-making
Comprehensive and Detailed In-Depth
The APMG Change Management Foundation highlights the strengths of diverse teams in change initiatives. Statement 1 ('Increased creativity and innovation') is true, as diverse perspectives bring fresh ideas and novel solutions. Statement 2 ('Thorough problem-solving and decision-making') is also true, as diversity leads to broader analysis and consideration of multiple angles, enhancing decision quality. These benefits are well-documented in the framework, which notes that while diverse teams may take longer to decide, their outcomes are more robust and innovative---making both statements accurate.
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