APMG-International Change Management Foundation Change-Management-Foundation Exam Practice Test

Answer : C

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. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2011%20-%20v1.0.pdf (page 11)

Answer : D

Comprehensive and Detailed In-Depth

The APMG Change Management Foundation identifies four key principles for engagement: Inclusivity, Connectivity, Transparency, and Dialogue. The scenario describes open communication ('talk about anything'), trust, and achieving positive outcomes, which directly aligns with the principle of Dialogue. Dialogue emphasizes two-way, trust-based communication that fosters understanding and collaboration, enabling stakeholders to discuss concerns openly and work toward solutions. Inclusivity focuses on involving everyone, Connectivity on linking people and ideas, and Transparency on sharing information---none of which fully encapsulate the trust and conversational outcome described here.

Answer : A

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. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%201%20-%20v1.0.pdf (page 11)

Answer : A

Comprehensive and Detailed In-Depth

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 of change 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.

Answer : C

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.

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Answer : A

Comprehensive and Detailed In-Depth

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.

Answer : D

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. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%202%20-%20v1.0.pdf (page 11)