Authentic APMG-International Change-Management-Foundation Exam Dumps PDF - Sep-2025 Updated
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NEW QUESTION # 49
Which action is an appropriate change management response to people in the early stages of a change cure?
- A. Accept that everyone will eventually work their way through the curve
- B. Delay communication until all the details are known
- C. Interpret emotions as evidence of poor change management
- D. Be clear about the losses that people will experience
Answer: D
Explanation:
The change curve is a model that describes the typical emotional stages that people go through when they face a change. The early stages of the change curve are characterized by shock, denial, anger, and frustration. To help people through these stages, change leaders should be clear about the losses that people will experience and acknowledge their feelings and concerns. The other options are not appropriate responses, as they would either ignore or dismiss people's emotions or create more uncertainty and confusion.References: https://apmg- international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2018%
20-%20v1.0.pdf (page 11)
NEW QUESTION # 50
In neuroscience, which particularly rewards the brain's need for Certainty?
- A. Public praise
- B. Change delivered in small stages
- C. Group social events
- D. Delegated decision-making through change
Answer: B
Explanation:
Comprehensive and Detailed In-Depth Explanation:
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.
NEW QUESTION # 51
When building a change delivery scorecard, which of the different views on value are achieved through a measurable increase in sales?
- A. Internal
- B. Customer
- C. Financial
- D. Learning & Growth
Answer: C
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The change delivery scorecard is often based on the Balanced Scorecard framework (developed by Kaplan and Norton), which is widely referenced in change management to measure the success ofchange initiatives across multiple perspectives. The APMG Change Management Foundation materials emphasize that the scorecard evaluates value from four key views: Financial, Customer, Internal (Processes), and Learning & Growth. A measurable increase in sales directly relates to revenue and profitability, which are core indicators of financial performance. This aligns with the Financial perspective, as it focuses on tangible monetary outcomes that demonstrate the economic success of the change. The Customer perspective focuses on satisfaction and loyalty, Internal on process efficiency, and Learning & Growth on capability development- none of which directly measure sales increases.
NEW QUESTION # 52
Which advantage relates to using a Persona to understand a stakeholder group?
- A. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
- B. Facilities more creative and innovative thinking amongst members of this stakeholder group
- C. Allow tracking of how the members of this stakeholder group performance against their objectives
- D. Enable a better understanding of the level of influence this stakeholder group has in the organization
Answer: A
Explanation:
Explanation
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.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/personas.htm
NEW QUESTION # 53
According to Tuckman, in what stage of the team development model are team members likely to want to test and challenge assumptions?
- A. Performing
- B. Forming
- C. Storming
- D. Adjourning
Answer: C
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Tuckman's model (Forming, Storming, Norming, Performing, Adjourning) in the APMG Change Management Foundation describes team evolution. The question focuses on challenging assumptions. Let's explore each stage exhaustively:
*Forming: Members are polite, cautious, and focused on understanding roles. Assumptions exist but aren't tested-people avoid conflict. For example, a new change team might accept a plan without question initially.
*Storming: Correct answer. This stage involves conflict as members assert ideas and challenge norms. Testing assumptions (e.g., "Is this the best approach?") is natural as roles clarify and tensions rise. The APMG notes Storming's messiness drives growth, like a team debating a change timeline's feasibility.
*Performing: The team collaborates effectively, having resolved conflicts. Assumptions are aligned, not challenged, as focus shifts to results.
*Adjourning: Closure dominates, with reflection on achievements, not testing assumptions.
*Why B: Storming's friction is where assumptions are questioned, shaping team dynamics, per Tuckman and APMG.
NEW QUESTION # 54
Which of the following statements about effective communication and engagement approaches that appeal to hearts and minds are true?
1.Actively responding to contributions makes people feel valued
2.Decisions are based solely on rational reasoning
- A. Only 2 is true
- B. Both 1 and 2 are true
- C. Neither 1 nor 2 is true
- D. Only 1 is true
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Appealing to hearts (emotions) and minds (logic) is a key engagement strategy in the APMG Change Management Foundation, blending rational and emotional levers. Let's evaluate each statement thoroughly:
*Statement 1: "Actively responding to contributions makes people feel valued" - This is true. The framework stresses that engagement requires two-way communication, where acknowledging and responding to stakeholder input fosters a sense of worth and belonging. For instance, if employeessuggest improvements during a change workshop and leaders act on them, it builds emotional buy-in (hearts) and trust in the process (minds). This aligns with principles like Dialogue and Inclusivity, making it a cornerstone of effective engagement.
*Statement 2: "Decisions are based solely on rational reasoning" - This is false. Appealing to hearts and minds explicitly involves both emotion and logic. The APMG materials cite examples like storytelling or symbolic actions (e.g., a CEO using a new system publicly) that tap into emotions, not just data-driven arguments. Relying solely on rational reasoning ignores the emotional resistance or motivation critical to change success, contradicting the dual-focus approach.
Thus, only Statement 1 is true, as it captures the emotional engagement aspect vital to the hearts-and-minds strategy, while Statement 2 overlooks the emotional component entirely.
NEW QUESTION # 55
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. Too much knowledge of how things work and terminology used
- B. An increased risk that people will feel change is being imposed
- C. They may not devote oftheir time to the change
- D. Lack of an emotional connection to how things work now.
Answer: B
Explanation:
Explanation
Making or marketing an external appointment to a change team is a decision that can have advantages and disadvantages for an organization. One possible disadvantage is that it can increase the risk that people will feel change is being imposed by outsiders who do not understand or care about their situation or needs. This can lead to resentment, resistance, or distrust among the staff or stakeholders affected by the change.
Therefore, option A is the best example of a disadvantage of making or marketing an external appointment to a change team. The other options are not disadvantages, as they either imply advantages or are not related to making or marketing an external appointment. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 56
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 # 57
When holding a facilitated workshop to identify stakeholders for a change, which technique is the MOST useful for capturing this information?
- A. Mindmapping
- B. Stakeholder Radar
- C. Empathay maps
- D. Personas
Answer: A
Explanation:
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.
NEW QUESTION # 58
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. Creating a sense that the organization might fail if the change is NOT made.
- D. Penalising staff who make mistakes
Answer: B
Explanation:
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)
NEW QUESTION # 59
Which is an engagement level of Mayfield's stakeholder radar technique?
- A. Must have
- B. Vital
- C. Required
- D. Ideal
Answer: B
Explanation:
Mayfield's stakeholder radar technique identifies four levels of engagement for stakeholders: required, desired, actual, and planned. The required level of engagement is the minimum level that is necessary for the stakeholder to support the change or at least not resist it.References: https://apmg-international.com/sites
/default/files/Change%20Management%20Foundation%20Sample%20Paper%202%20-%20v1.0.pdf (page
11)
NEW QUESTION # 60
Which approach is recommended for helping people through the 'change curve'?
- A. Advise people not to discuss their problems with colleagues
- B. Assume that everyone will eventually move on in time to deal with the change
- C. Recognize negative emotions as a sign that the change is being managed badly
- D. Actively involve line managers in listening and providing support
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The 'change curve' (based on Kubler-Ross's model) describes emotional stages individuals experience during change: shock, denial, frustration, depression, experiment, decision, and integration. The APMG Change Management Foundation stresses proactive support to guide people through these stages effectively. Option A ("Actively involve line managers in listening and providing support") is recommended because line managers are well-positioned to offer personalized support, listen to concerns, and help staff navigate emotions-key to moving through the curve. Option B misinterprets negative emotions as a management failure rather than a natural response, Option C isolates individuals, and Option D is passive and unsupported by the framework.
NEW QUESTION # 61
Which of the following is an important way a change manager supports sponsors in their role?
- A. Gain the commitment of other executive leaders
- B. Prepare the change vision for them
- C. Offer them feedback and coaching
- D. Protect them from the demands of line leaders
Answer: C
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Change managers in APMG coach sponsors (e.g., on communication), not define vision (sponsor's role) or shield them-Option C is key support.
NEW QUESTION # 62
Which action, taken as part of the four-step emergent change process, addresses the currentconsequences of the change not yet being a reality?
- A. Capture what people are experiencing in the present state
- B. Create a vision statement that captures the desired future state
- C. Identify what people are experiencing once the chances are complete
- D. Develop a route-map for implementing the required changes
Answer: A
Explanation:
Explanation
The four-step emergent change process is a tool to facilitate change that emerges from within an organization, rather than being imposed from outside. The four steps are:
* Capture what people are experiencing in the present state
* Identify what people are experiencing once the changes are complete
* Create a vision statement that captures the desired future state
* Develop a route-map for implementing the required changes
Therefore, the action that addresses the current consequences of the change not yet being a reality is to capture what people are experiencing in the present state. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 63
Which is a desired characteristic of a vision statement for a change?
- A. Lists all the activities needed to achieve the changes
- B. Sets out several promises that may be hard to measure
- C. Explains the future organization structure in detail
- D. It is veritable so its achievement can be confirmed
Answer: D
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 # 64
According to the 'change formula' (Beckhard and Harris), which response will increase the desirability to an individual of the proposed change or end state?
- A. Clarify the steps users need to take
- B. Communicate the 'burning platform'
- C. Put mitigations in place to reduce risk
- D. Focus on the benefits of the change
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Beckhard and Harris Change Formula, expressed as D x V x F > R (Dissatisfaction with the status quo × Vision of the future × First steps > Resistance), is a cornerstone of the APMG Change Management Foundation for understanding motivation for change. Let's dissect the formula and evaluate each option in detail:
*D (Dissatisfaction): This factor reflects discontent with the current state, pushing individuals toward change.
*V (Vision): This is the desirability of the future state-what makes the change appealing or worthwhile.
*F (First Steps): This involves practical, actionable steps to initiate change, reducing uncertainty.
*R (Resistance): The natural opposition to change that must be overcome.
The question asks what increases the desirability of the proposed change, which directly ties to the V (Vision) component. Option A ("Focus on the benefits of the change") aligns perfectly with this, as highlighting benefits (e.g., improved efficiency, better work-life balance, or career growth) makes the end state more attractive to individuals. For example, if a company introduces a new CRM system, emphasizing how it saves time and boosts sales commissions enhances the vision's appeal.
*Option B ("Communicate the 'burning platform'") increases Dissatisfaction (D) by emphasizing the urgency or negative consequences of not changing (e.g., "We'll lose market share if we don't act"). While critical, it doesn't directly enhance desirability of the future state.
*Option C ("Clarify the steps users need to take") supports First Steps (F) by providing a roadmap, reducing fear of the unknown, but it doesn't inherently make the change more desirable.
*Option D ("Put mitigations in place to reduce risk") lowers Resistance (R) by addressing concerns, yet it's a defensive measure rather than a proactive enhancement of desirability.
Thus, Option A is the correct answer, as it directly strengthens the Vision factor, making the change emotionally and rationally compelling to individuals. The APMG framework underscores that a clear, positive vision is essential to motivate people beyond mere necessity.
NEW QUESTION # 65
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. Both 1 and 2 are true
- B. Only 1 is true
- C. Only 2 is the true
- D. Neither 1 or 2 is true
Answer: D
Explanation:
Explanation
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 (page 11)
NEW QUESTION # 66
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. Complex
- C. Multifaceted
- D. Simple
Answer: D
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 # 67
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