APMG-International Change-Management-Foundation Exam Practice Test Instant Access

Question 1

According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?

AMeeting customer need is more important than profit

BSenior management grades are entitled to 'executive' chairs

CThe team motto is 'to deliver excellent service'

DThe required behaviors are set out in the employee's guide

Answer : D

According to Trompenaars and Hampden-Turner, culture can be expressed at three levels: artifacts, values, and basic assumptions. Artifacts are the visible and tangible manifestations of culture, such as symbols, rituals, and heroes. Values are the shared beliefs and preferences that guide behavior and decision making. Basic assumptions are the unconscious and taken-for-granted beliefs that underlie values and artifacts. Meeting customer need is more important than profit is an example of a basic assumption, as it reflects a deep-rooted belief that influences the values and artifacts of the organization. The other options are examples of artifacts or values, not basic assumptions. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%207%20-%20v1.0.pdf (page 11)

Question 2

When holding a facilitated workshop to identify stakeholders for a change, which technique is the MOST useful for capturing this information?

AMindmapping

BStakeholder Radar

CPersonas

DEmpathay maps

Answer : A

Mindmapping is a technique that is most useful for capturing information when holding a facilitated workshop to identify stakeholders for a change. Mindmapping is a visual way of organizing and presenting information that allows participants to brainstorm ideas, identify connections, and group similar stakeholders together. Mindmapping can help to create a comprehensive and clear picture of all the stakeholders involved in a change initiative.

https://apmg-international.com/files/document/change-management-foundation-online-brochure

https://www.mindtools.com/pages/article/newISS_01.htm

Question 3

Which of the key principles for building and maintaining engagement throughout change is demonstrated through sharing information about why change is necessary and when it will take place?

AInclusivity

BConnectivity

CTransparency

DEmpathy

Answer : C

Comprehensive and Detailed In-Depth

The APMG Change Management Foundation identifies Transparency as one of four engagement principles (alongside Inclusivity, Connectivity, and Dialogue). Sharing information about 'why change is necessary and when it will take place' exemplifies Transparency (Option C), as it involves openly communicating critical details to build trust and clarity. Inclusivity (A) focuses on involving people, Connectivity (B) on linking stakeholders, and Empathy (D) on understanding emotions---none of which directly address the act of sharing information as described.

Question 4

In neuroscience, which particularly rewards the brain's need for Certainty?

AChange delivered in small stages

BDelegated decision-making through change

CGroup social events

DPublic praise

Answer : A

Comprehensive and Detailed In-Depth

The APMG Change Management Foundation incorporates neuroscience, specifically David Rock's SCARF model, which identifies five domains driving brain responses: Status, Certainty, Autonomy, Relatedness, and Fairness. Certainty refers to the brain's preference for predictability and stability. Option A ('Change delivered in small stages') rewards this need by breaking change into manageable, predictable steps, reducing uncertainty and threat responses. Option B enhances Autonomy, Option C boosts Relatedness, and Option D elevates Status---none directly address Certainty as effectively as staged delivery.

Question 5

Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?

AHold on to established routines wherever possible

BReduce gossip by limiting social occasions at work.

CDirect feedback through the normal line management processes

DDescribe this period as an opportunity to learn

Answer : C

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)

Question 6

Which advantage relates to using a Persona to understand a stakeholder group?

AAllow checking of proposed solutions against this Persona to ensure solutions provide what is needed

BEnable a better understanding of the level of influence this stakeholder group has in the organization

CAllow tracking of how the members of this stakeholder group performance against their objectives

DFacilities more creative and innovative thinking amongst members of this stakeholder group

Answer : A

A Persona is a fictional representation of a typical member of a stakeholder group, based on real data and insights. A Persona can help to understand the needs, goals, motivations, and challenges of a stakeholder group, as well as their attitudes and behaviors towards a change. One advantage of using a Persona is that it allows checking of proposed solutions against this Persona to ensure solutions provide what is needed and address any potential issues or concerns.

https://apmg-international.com/files/document/change-management-foundation-online-brochure

https://www.mindtools.com/pages/article/personas.htm

Question 7

According to Lewin's Force-field analysis' which action needs to occur if an organization desires to make change more quickly?

ADriving forces need to be decreased

BDriving forces need to be augmented

CRestraining forces to be increased

DResisting forces need to be increased

Answer : B

Lewin's force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%203%20-%20v1.0.pdf (page 11)

APMG-International Change-Management-Foundation Change Management Foundation Exam Practice Test