CHANGE-MANAGEMENT-FOUNDATION RELIABLE EXAM SIMULATIONS, CHANGE-MANAGEMENT-FOUNDATION VALID EXAM COST

Change-Management-Foundation Reliable Exam Simulations, Change-Management-Foundation Valid Exam Cost

Change-Management-Foundation Reliable Exam Simulations, Change-Management-Foundation Valid Exam Cost

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Tags: Change-Management-Foundation Reliable Exam Simulations, Change-Management-Foundation Valid Exam Cost, Reliable Change-Management-Foundation Exam Practice, Test Change-Management-Foundation Lab Questions, Change-Management-Foundation Popular Exams

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APMG-International Change Management Foundation Exam Sample Questions (Q60-Q65):

NEW QUESTION # 60
According to Honey and Munford, which learning style would team BEST through watching a video showing a new being undertaken in the work environment?

  • A. Refector
  • B. Theorist
  • C. Progmalist
  • D. Activist

Answer: C

Explanation:
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.


NEW QUESTION # 61
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. Change in the stakeholder's engagement needs and domain
  • D. The changes in roles and responsibilities during engagement

Answer: C

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 # 62
Which statement describes an advantage of using storylelling to engage people's hearts and mind more fully when communicating change?

  • A. Stories primarily engage rational thought so people logically work out what to do
  • B. Stories entertain and help people relax, so they can be more positive about the change
  • C. Stories engage people with the challenges ahead and how can be overcome
  • D. Stories engage people by providing detailed plans and timescales for change

Answer: C

Explanation:
Explanation
Storytelling is a technique to communicate change in a way that engages people's hearts and minds more fully.
Stories can convey the vision, purpose, and benefits of the change, as well as the challenges ahead and how they can be overcome. Stories can also inspire, motivate, and persuade people to support and participate in the change. Therefore, option C is the best example of an advantage of using storytelling to communicate change.
The other options are not advantages, as they either do not reflect the purpose of storytelling or do not engage people's hearts and minds. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)


NEW QUESTION # 63
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 # 64
According to Schein, which approach would decrease learning anxiety?

  • A. Reminding the stakeholders of all the times they have failed to change
  • B. Creating a sense that the organization might fail if the change is NOT made.
  • C. Penalising staff who make mistakes
  • D. Encourage staff to try new things

Answer: D

Explanation:
According to Schein, learning anxiety is the fear or discomfort that people experience when they are asked to learn something new or change their behavior. To decrease learning anxiety, change leaders should create psychological safety, which is the sense of trust and support that people feel when they are learning or changing. One way to create psychological safety is to encourage staff to try new things and experiment without fear of failure or punishment. The other options would increase learning anxiety, as they would create more pressure, stress, and negativity for the staff.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%206%20-%20v1.0.pdf (page 11)


NEW QUESTION # 65
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