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APMG-International Change Management Foundation Exam Sample Questions (Q19-Q24):

NEW QUESTION # 19
According to Tuckman, in what stage of the team development model are team members likely to want to test and challenge assumptions?

A. Forming
B. Storming
C. Adjourning
D. Performing

Answer: B

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 # 20
Which of the following statements about two-way communication are true?
Two way communication is useful for getting important information out quickly to large groups of people Two-way communication encourages and increases people's motivation to interact to find out more.

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

Answer: B

Explanation:
Two-way communication is a type of communication that allows for feedback, interaction, and dialogue between the sender and the receiver. Two-way communication is useful for engaging stakeholders, building trust and rapport, clarifying expectations, and resolving issues. Two-way communication encourages and increases people's motivation to interact to find out more, as they feel valued and involved in the change.
Therefore, statement 2 is true. However, two-way communication is not useful for getting important information out quickly to large groups of people, as it can be time-consuming, complex, and inconsistent.
For this purpose, one-way communication, such as newsletters, emails, or announcements, may be more suitable. Therefore, statement 1 is not true. References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%2023%20-%20v1.0.pdf (page 11)

NEW QUESTION # 21
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:
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.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/newISS_01.htm

NEW QUESTION # 22
Which action is a suitable response when resistance to change is shown through sabotage?

A. Ensure saboteurs are excluded from any involvement with the change
B. Ignore the saboteurs and hope that people will NOT be influenced
C. Accept that deliberate attempts to undermine change are inevitable
D. Allocate important change tasks to the saboteurs

Answer: D

Explanation:
Explanation
Resistance to change is a common reaction that occurs when people perceive a threat or loss from the change.
Resistance can be shown in different ways, such as denial, avoidance, passive-aggressive behavior, or sabotage. Sabotage is a deliberate attempt to undermine or obstruct the change. To deal with sabotage, change leaders should try to understand the reasons behind it and address them constructively. One possible action is to allocate important change tasks to the saboteurs, as this can increase their involvement, ownership, and accountability for the change. The other options are not suitable responses, as they either ignore, isolate, or accept the sabotage, which can worsen the situation and damage the change. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 23
Which of the following statements about building and maintaining engagement throughout change are true?
1.Engaging people in change is simple and routine
2.A simple formula can be applied for all change situations

A. Only 1 is true
B. Only 2 is true
C. Neither 1 nor 2 is true
D. Both 1 and 2 are true

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Engagement is a complex, dynamic process in the APMG Change Management Foundation, requiring tailored strategies. Let's dissect each statement with extensive reasoning:
*Statement 1: "Engaging people in change is simple and routine" - This is false. The framework stresses that engagement varies by context, stakeholder needs, and change type. For example, engaging a small team in a process tweak differs vastly from a company-wide cultural shift. Emotional reactions, resistance, and diverse motivations make it neither simple nor routine-requiring effort, empathy, and adaptability.
*Statement 2: "A simple formula can be applied for all change situations" - This is also false. While principles like Transparency or Dialogue provide guidance, the APMG materials emphasize that no one-size-fits-all formula exists. A top-down announcement might work for a policy update but fail for a system overhaul needing hands-on involvement. Complexity and uniqueness of each change defy a universal approach.
Both statements oversimplify engagement, contradicting the APMG view that it's a nuanced, situation- specific challenge. Option D is correct, as neither holds true given the framework's focus on flexibility and depth in stakeholder engagement.

NEW QUESTION # 24
......

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