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Valid Change-Management-Foundation Test Cost & Change-Management-Foundation Official Practice Test

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APMG-International Change-Management-Foundation Exam Syllabus Topics:

Topic
Details

Topic 1

Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.

Topic 2

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 3

Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

Topic 4

communication methods and channels, and effective messaging for different stakeholder groups.

Topic 5

Communication in Change Management: This section covers developing a communication strategy

Topic 6

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 7

Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.

Topic 8

Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.

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APMG-International Change Management Foundation Exam Sample Questions (Q99-Q104):

NEW QUESTION # 99
Which skill is MOST relevant to helping people through the change curve?

A. Decision making
B. Negotiation
C. Active listening
D. Time management

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Helping individuals navigate the change curve requires understanding and addressing their emotional responses, as outlined in the APMG Change Management Foundation. Active listening (Option D) is the most relevant skill, as it involves empathetically hearing concerns, validating feelings, and providing support- crucial for guiding people through stages like frustration or depression. Time management (A) aids planning, Negotiation (B) resolves conflicts, and Decision making (C) sets direction, but none directly address the emotional support needed for the change curve as effectively as active listening.

NEW QUESTION # 100
Which is a desired characteristic of a vision statement for a change?

A. Lists all the activities needed to achieve the changes
B. It is veritable so its achievement can be confirmed
C. Explains the future organization structure in detail
D. Sets out several promises that may be hard to measure

Answer: B

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)

NEW QUESTION # 101
According to the Cynefin framework, what type of change situation is stable and well understood, where the relationship between cause and effect is clear?

A. Chaotic
B. Multifaceted
C. Simple
D. Complex

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Cynefin framework by Dave Snowden, integrated into the APMG Change Management Foundation, categorizes decision-making contexts to guide change approaches. The question describes a scenario with stability and clear cause-and-effect, so let's explore this with exhaustive depth, covering the framework's domains, their characteristics, practical applications, and theoretical grounding:
*Cynefin Overview: Cynefin (pronounced "kuh-nev-in") offers five domains-Simple, Complicated, Complex, Chaotic, and Disorder-to classify situations based on predictability and complexity. Each dictates a change strategy (e.g., best practice, analysis, experimentation). The APMG uses this to match interventions to context.
*Option A: Simple
oDefinition: Previously called "Obvious," this domain features stable, predictable environments where cause- and-effect is clear and universally understood. Problems have known solutions (e.g., "if X, then Y").
oCharacteristics: Rules-based, repeatable processes; minimal uncertainty.
oChange Example: Updating a payroll system with a standard software patch-installing it reliably fixes issues because the process is well-documented and stable.
oFit with Question: "Stable and well understood" matches perfectly, as does "clear cause-and-effect." The APMG cites Simple contexts as requiring straightforward "sense-categorize-respond" approaches (e.g., follow a checklist).
oConclusion: Correct answer.
*Option B: Multifaceted
oClarification: Likely intended as "Complicated" (a typo, as Multifaceted isn't a Cynefin term). Complicated involves multiple variables, but cause-and-effect is still discernible with expertise (e.g., engineering a bridge).
oAnalysis: Less stable than Simple due to analysis needs; not "well understood" by all-only experts grasp it.
APMG notes "sense-analyze-respond" here, not immediate clarity, so it's incorrect.
*Option C: Complex
oDefinition: Unpredictable, with emergent patterns; cause-and-effect is only clear in hindsight (e.g., organizational culture change).
oAnalysis: Far from stable-requires experimentation ("probe-sense-respond"). The question's clarity and stability rule this out. Example: Rolling out a new strategy with unknown outcomes.
*Option D: Chaotic
oDefinition: High turbulence; no clear cause-and-effect (e.g., crisis response).
oAnalysis: Opposite of stable-demands immediate action ("act-sense-respond"). Irrelevant here.
*Deep Reasoning: Simple contexts are linear and transparent, like fixing a printer jam (push button, paper releases). APMG contrasts this with Complex (e.g., market shifts), where stability is absent. The question's descriptors exclude all but Simple.
*Practical Implication: In a Simple change, managers apply best practices without overcomplicating, per APMG guidance.

NEW QUESTION # 102
Which statement about Senge's system thinking model is correct?

A. Change can be planned and implemented using an eight-stage model
B. Processes in organizations can either support or limit the effectiveness of change
C. Leadership support is NOT required in the systems thinking model
D. Change must e driven primary by senior sponsors

Answer: B

Explanation:
Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%204%20-%20v1.0.pdf (page 11)

NEW QUESTION # 103
According to Honey and Munford, which learning style would team BEST through watching a video showing a new being undertaken in the work environment?

A. Progmalist
B. Theorist
C. Activist
D. Refector

Answer: A

Explanation:
Reflectors are people who prefer to learn by observing and thinking about their experiences. They enjoy taking time to consider new information and ideas and tend to be thoughtful and analytical. Watching a video showing a new being undertaken in the work environment would suit their learning style as they can observe how others do it and reflect on the implications and outcomes.

NEW QUESTION # 104
......

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