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NEW QUESTION # 26
What is the First step of Kotter's eight-step model for planning and leading organizational change?
- A. Establishing a sense of urgency
- B. Generating short term wins
- C. Communicating the change vision
- D. Empowering employees for broad-based action
Answer: A
Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the first step of Kotter's model is establishing a sense of urgency.
NEW QUESTION # 27
Which approach to fostering engagement and collaboration represents best practice for getting the MOST from social channelsduring change?
- A. Make clear to people what is considered acceptable use of social media
- B. Encourage people to make unrestricted use of social media
- C. Allow people to evolve local rules on how to use social media
- D. Encourage individuals to link workplace social media wit external contacts
Answer: A
Explanation:
Explanation
Social media is a type of communication channel that allows for online interaction and collaboration among people. Social media can be used to foster engagement and collaboration during change, as it can provide information, feedback, support, and innovation. However, social media also poses some challenges and risks, such as misinformation, distraction, or conflict. Therefore, the best practice for getting the most from social channels during change is to make clear to people what is considered acceptable use of social media, such as the purpose, tone, frequency, and content of the messages. The other options are not best practices, as they either encourage unrestricted or restricted use of social media, which can have negative consequences for the change.
NEW QUESTION # 28
When comparing 'lean' and 'rich' communication channels, which of the following statements about a 'rich' communication channelistrue?
A 'rich' channel allows for conversation a quick response, and the chance for interaction.
A 'rich' channel conveys non-verbal cues, suchas emotion and feelings, tone or gestures.
- A. Only 2 is true
- B. Only 1 is true
- C. Both 1 and 2 are true
- D. Neither 1 or 2 is true
Answer: C
Explanation:
Explanation
Communication channels can be classified as lean or rich, depending on the amount and quality of information they can convey. A rich communication channel allows for conversation, a quick response, and the chance for interaction, as well as conveys non-verbal cues, such as emotion and feelings, tone or gestures. Examples of rich communication channels are face-to-face meetings, video calls, or phone calls. Therefore, both statements
1 and 2 are true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 29
Which of the following is a purpose of creating a change management plan when preparing for change?
- A. Record a list of all the change risks and the responsive actions required.
- B. Provide a detailed schedule of project and their dependencies
- C. Document the set of typically recurring actions that contribute to change readness'
- D. Capture of full list of issues to be resolved before change can start
Answer: A
Explanation:
Explanation
One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 30
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?
- A. The proportion of a given stakeholder group that are impacted by a change
- B. The probability of unintended consequences affecting a stakeholder group
- C. The number of change agents required to support the change
- D. The number of change initiatives affecting a specific stakeholder category
Answer: A
Explanation:
Explanation
When assessing the severity of change impacts during a stakeholder impact assessment, one of the criteria that can be used is the coverage of impact. The coverage of impact refers to the proportion of a given stakeholder group that are impacted by a change. For example, if a change affects 80% of the employees in a department, the coverage of impact is high. The other options are not criteria for assessing the severity of change impacts, but rather factors or outcomes of other processes or activities in the change process
NEW QUESTION # 31
Which characteristic can be tracked using Mayfield's stakeholder radar technique?
- A. The power/influence that a stakeholder has in a change throughout its lite
- B. The interest that a stakeholder has in a change through its life.
- C. The changes in roles and responsibilities during engagement
- D. Change in the stakeholder's engagement needs and domain
Answer: D
Explanation:
Explanation
Mayfield's stakeholder radar technique is a tool that helps to monitor and manage stakeholders throughout the life cycle of a change initiative. The technique involves plotting stakeholders on a radar chart according to four dimensions: engagement needs(how much attention they require), domain (their area of interest or expertise), impact (how much they are affected by the change), and influence (how much they can affect the change). By tracking these dimensions over time, the technique can help to identify changes in the stakeholder's engagement needs and domain, as well as any potential risks or opportunities for engagement.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mayfield.consulting/stakeholder-radar/
NEW QUESTION # 32
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?
- A. Communicating the change vision
- B. Empowering employees for broad-based action
- C. Creating the guiding coalition
- D. Generating short-term wins
Answer: C
Explanation:
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 33
According to Lewin's Force-field analysis' which action needs to occur if an organization desires to make change more quickly?
- A. Driving forces need to be decreased
- B. Resisting forces need to be increased
- C. Driving forces need to be augmented
- D. Restraining forces to be increased
Answer: C
Explanation:
Explanation
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. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 34
Which is a description of the role of Line Management in the change process?
- A. Ensure senior managers are committed to the changes
- B. Provides financial resources to support specific change tasks
- C. Tests thinking and advises on effective delivery of change
- D. Develops communications networks across the organization
Answer: C
Explanation:
Explanation
According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Line Management is a sub-role of Change Agent, which is the role that promotes an idea to potential Sponsors and implements the change once it is approved. Line Management tests thinking andadvises on effective delivery of change, as well as supports and coaches staff through the change. The other options are not descriptions of the role of Line Management, but rather of other roles or activities in the change process. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 35
Which management approach is recommended to help people through the'endings'phase of Bridges model of human transition?
- A. Concentrate on the emotional content of issues
- B. Be clear about the scope of the change
- C. Look for quick successes to announce
- D. Encourage people to turn their backs on the past
Answer: A
Explanation:
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.
References:
* https://www.mindtools.com/pages/article/bridges-transition-model.htm
* https://www.wmbridges.com/about/what-is-transition/
NEW QUESTION # 36
When holding a facilitated workshop to identify stakeholders for a change, which technique is the MOST useful for capturing this information?
- A. Stakeholder Radar
- B. Empathay maps
- C. Mindmapping
- D. Personas
Answer: C
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 # 37
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. Only 1 is true
- B. Neither 1 or 2 is true
- C. Only 2 is the true
- D. Both 1 and 2 are true
Answer: B
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 # 38
Which is an engagement level of Mayfield's stakeholder radar technique?
- A. Must have
- B. Ideal
- C. Required
- D. Vital
Answer: C
Explanation:
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 (page 11)
NEW QUESTION # 39
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 communicationencouragesand increases people's motivation to interact to find out more.
- A. Only 1 is true
- B. Only 2 is true
- C. Neither 1 or 2 is true
- D. Both 1 and 2 are true
Answer: B
Explanation:
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 (page 11)
NEW QUESTION # 40
In Herzberg's studies on job satisfaction, which statement about dissatisfiesChygene factors') is true?
- A. It is unnecessary to consider the impact of change on the dissatisfiers
- B. The dissatisfiers are related to the workitself, rather than its context
- C. Beyonda certain level, improving dissatisfiers does not lead to job satisfaction
- D. Dissatisfiers are the only factors that can be influenced in the work place.
Answer: C
Explanation:
Explanation
According to Herzberg's research, job satisfaction and dissatisfaction are influenced by two different sets of factors: motivators and hygiene factors. Motivators are factors that lead to high job satisfaction and motivation, such as achievement, recognition, responsibility, advancement, and growth. Hygiene factors are factors that do not cause satisfaction, but can cause dissatisfaction if they are absent or inadequate, such as working conditions, salary, security, and supervision. Beyond a certain level, improving dissatisfiers (hygiene factors) does not lead to job satisfaction, as they only prevent dissatisfaction. To increase job satisfaction, motivators need to be enhanced or introduced. Therefore, statement B is true. The other statements are not true, as they either contradict or misinterpret Herzberg's theory. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 41
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. They may not devote oftheir time to the change
- B. Lack of an emotional connection to how things work now.
- C. An increased risk that people will feel change is being imposed
- D. Too much knowledge of how things work and terminology used
Answer: C
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 # 42
According to theBechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Communicate the danger of inaction
- B. Clarify the steps users need to take
- C. Focus on the benefits of the change
- D. Amend performance targets during the change
Answer: A
Explanation:
Explanation
The Beckhard and Harris change formula is a tool to assess the readiness and motivation for change in an organization. The formula states that change will happen when D x V x F > R, where D is dissatisfaction with the status quo, V is vision of the desired future state, F is first steps or action plan for the change, and R is resistance to change. To increase an individual's dissatisfaction with the status quo, one possible action is to communicate the danger of inaction, such as the risks, threats, or losses that may occur if no change is made.
This can create a sense of urgency and need for change among the individual. The other options are not actions that will increase dissatisfaction with the status quo, but rather actions that will address other factors in the formula.
NEW QUESTION # 43
Which item is one of Mayfield's seven principles of stakeholder engagement?
- A. Continually look at the big picture and the long term to make sure the change sticks
- B. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
- C. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time
- D. Different levels of engagement are required depending on where people are along the change journey
Answer: B
Explanation:
Explanation
Mayfield's seven principles of stakeholder engagement are:
* Engagement is a two-way process
* Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
* Different levels of engagement are required depending on where people are along the change journey
* Engagement requires empathy -understanding what matters most to stakeholders
* Engagement requires authenticity -being honest about what can be influenced
* Engagement requires creativity -finding ways to involve stakeholders in meaningful ways
* Engagement requires courage -being prepared to have difficult conversations Therefore, option B is one of Mayfield's seven principles of stakeholder engagement. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 44
Which is a desired characteristic of a vision statement for a change?
- A. Sets out several promises that may be hard to measure
- B. Lists all the activities needed to achieve the changes
- C. It is veritable so its achievement can be confirmed
- D. Explains the future organization structure in detail
Answer: C
Explanation:
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 (page 11)
NEW QUESTION # 45
Which MNTIpreference is characterized by being spontaneous and disliking detailed plans?
- A. Feeling
- B. Perceiving
- C. Intuition
- D. Introvert
Answer: B
Explanation:
Explanation
According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 46
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?
- A. Flux and transformation
- B. Political systems
- C. Machines
- D. Brains
Answer: C
Explanation:
Explanation
According to Morgan, machines is a metaphor that applies to an organization that has structured and tightly-controlled processes. This metaphor views organizations as rational, efficient, and predictable systems that operate according to predefined rules and procedures. This metaphor emphasizes order, stability, hierarchy, and control.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization
NEW QUESTION # 47
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