APMG-INTERNATIONAL CHANGE-MANAGEMENT-FOUNDATION EXAM | CHANGE-MANAGEMENT-FOUNDATION RELIABLE EXAM BRAINDUMPS - 100% PASS FOR SURE FOR CHANGE-MANAGEMENT-FOUNDATION: CHANGE MANAGEMENT FOUNDATION EXAM EXAM

APMG-International Change-Management-Foundation Exam | Change-Management-Foundation Reliable Exam Braindumps - 100% Pass For Sure for Change-Management-Foundation: Change Management Foundation Exam Exam

APMG-International Change-Management-Foundation Exam | Change-Management-Foundation Reliable Exam Braindumps - 100% Pass For Sure for Change-Management-Foundation: Change Management Foundation Exam Exam

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

TopicDetails
Topic 1
  • Communication in Change Management: This section covers developing a communication strategy
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
  • 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 5
  • communication methods and channels, and effective messaging for different stakeholder groups.
Topic 6
  • Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Topic 7
  • 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 (Q28-Q33):

NEW QUESTION # 28
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?

  • A. Abstract conceptualization
  • B. Concrete experience
  • C. Practical experimentation
  • D. No other stage follows reflective observation

Answer: A

Explanation:
Explanation
Kolb's learning cycle is a model that describes how people learn from experience. The model consists of four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation.
Concrete experience is when people have a direct involvement in a situation or activity. Reflective observation is when people review and reflect on what they have done and observed. Abstract conceptualization is when people draw conclusions and form generalizations from their reflections. Active experimentation is when people apply their learning to new situations or modify their behavior accordingly. Therefore, the stage that immediately follows the reflective observation stage is abstract conceptualization. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 29
Which action is a suitable response when resistance to change is shown through sabotage?

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

Answer: A

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%2028%
20-%20v1.0.pdf (page 11)


NEW QUESTION # 30
In which step of the Continuous Change Management Cycle should change actions be broken into smaller tasks?

  • A. Action
  • B. Discovery
  • C. Ideas
  • D. Prioritization

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Continuous Change Cycle (Discovery, Ideas, Prioritization, Action) in APMG is iterative. Breaking actions into tasks occurs in Action, where plans are executed. Let's analyze:
*Discovery: Assesses needs (e.g., low morale). No tasks yet-just insights.
*Ideas: Generates solutions (e.g., better communication). Still conceptual.
*Prioritization: Ranks ideas (e.g., training first). Defines what, not how.
*Action: Correct. Implements plans, breaking them into tasks (e.g., "schedule training" vs. "launch campaign"). APMG stresses manageability here.
*Example: A morale boost via training is split into actionable steps (e.g., book trainer, set dates) in Action.


NEW QUESTION # 31
Which management approach is recommended to help people through the'endings'phase of Bridges model of human transition?

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

Answer: C

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 # 32
Which item is one of Mayfield's seven principles of stakeholder engagement?

  • A. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
  • B. Different levels of engagement are required depending on where people are along the change journey
  • C. Continually look at the big picture and the long term to make sure the change sticks
  • D. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time

Answer: A

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%2020%20-%20v1.0.pdf (page 11)


NEW QUESTION # 33
......

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