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

Topic	Details
Topic 1	Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
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
Topic 4	Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Topic 5	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 6	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 7	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 8	Introduction to Change Management: This section covers the definition and importance of change management, types of organizational change, and the role of change managers.

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APMG-International Change Management Foundation Exam Sample Questions (Q12-Q17):

NEW QUESTION # 12
Which management approach is recommended to help people through the 'endings' phase of Bridges model of human transition?

A. Be clear about the scope of the change
B. Encourage people to turn their backs on the past
C. Concentrate on the emotional content of issues
D. Look for quick successes to announce

Answer: C

Explanation:
Bridges model of human transition is a framework that describes how people experience and cope with change. The model consists of three phases: endings, neutral zone, and new beginnings. The endings phase is when people have to let go of the old situation and deal with the loss and uncertainty that comes with change.
The recommended management approach to help people through this phase is to concentrate on the emotional content of issues, that is, to acknowledge and address the feelings and reactions that people have, such as anger, denial, or sadness. This can help people to accept the change and move on to the next phase.

NEW QUESTION # 13
In neuroscience, which particularly rewards the brain's need for Certainty?

A. Public praise
B. Group social events
C. Change delivered in small stages
D. Delegated decision-making through change

Answer: C

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 # 14
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 # 15
Which of the following statements about diverse teams are true?
1.Provide greater creativity
2.Reach consensus sooner than teams of 'similars'

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:
Diverse teams are a focal point in the APMG Change Management Foundation, particularly in the context of team effectiveness during change initiatives. Let's break down each statement with extensive detail:
*Statement 1: "Provide greater creativity" - This is true and strongly supported by the APMG framework.
Diversity in teams-whether in terms of culture, experience, gender, or skills-brings a variety of perspectives that fuel innovative thinking. For example, a team designing a new customer service process might include members from sales, IT, and HR, each contributing unique ideas that a homogenous group might overlook. Research cited in change management literature consistently shows that diverse teams outperform similar teams in creativity and problem-solving due to this multiplicity of viewpoints. The framework emphasizes that this strength is particularly valuable in change contexts, where novel solutions are often required to address complex challenges.
*Statement 2: "Reach consensus sooner than teams of 'similars'" - This is false. While diverse teams excel in creativity, they often face challenges in decision-making speed. The APMG materials explain that differing perspectives can lead to healthy debate but also require more time to align and reach agreement. For instance, a team of 'similars' (e.g., all engineers) might quickly agree on a technical solution due to shared assumptions, whereas a diverse team might debate trade-offs between technical feasibility, cost, and user experience, delaying consensus. This trade-off is acknowledged as a potential downside of diversity, though the quality of decisions typically improves.
Given this analysis, only Statement 1 is true. The answer is A because the framework prioritizes creativity as a proven benefit of diversity, while explicitly noting that quicker consensus is not a characteristic of diverse teams compared to homogenous ones.

NEW QUESTION # 16
Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?

A. Direct feedback through the normal line management processes
B. Describe thisperiod as an opportunity to learn
C. Reduce gossip by limiting social occasions at work.
D. Hold on to established routines wherever possible

Answer: B

Explanation:
Explanation
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.
References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 17
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