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APMG-International Change Management Foundation Exam Sample Questions (Q95-Q100):

NEW QUESTION # 95
Which action is an appropriate change management response to people in the early stages of a change cure?

A. Delay communication until all the details are known
B. Be clear about the losses that people will experience
C. Interpret emotions as evidence of poor change management
D. Accept that everyone will eventually work their way through the curve

Answer: B

Explanation:
The change curve is a model that describes the typical emotional stages that people go through when they face a change. The early stages of the change curve are characterized by shock, denial, anger, and frustration. To help people through these stages, change leaders should be clear about the losses that people will experience and acknowledge their feelings and concerns. The other options are not appropriate responses, as they would either ignore or dismiss people's emotions or create more uncertainty and confusion.References: https://apmg- international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2018%
20-%20v1.0.pdf (page 11)

NEW QUESTION # 96
Which approach is recommended for helping people through the 'change curve'?

A. Assume that everyone will eventually move on in time to deal with the change
B. Actively involve line managers in listening and providing support
C. Advise people not to discuss their problems with colleagues
D. Recognize negative emotions as a sign that the change is being managed badly

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The 'change curve' (based on Kubler-Ross's model) describes emotional stages individuals experience during change: shock, denial, frustration, depression, experiment, decision, and integration. The APMG Change Management Foundation stresses proactive support to guide people through these stages effectively. Option A ("Actively involve line managers in listening and providing support") is recommended because line managers are well-positioned to offer personalized support, listen to concerns, and help staff navigate emotions-key to moving through the curve. Option B misinterprets negative emotions as a management failure rather than a natural response, Option C isolates individuals, and Option D is passive and unsupported by the framework.

NEW QUESTION # 97
Which statement about Senge's system thinking model is correct?

A. Change can beplanned and implemented using an eight-stage model
B. Leadership support is NOT required in the systems thinking model
C. Processes in organizations can either support or limit the effectiveness of change
D. Change must e driven primary by senior sponsors

Answer: C

Explanation:
Explanation
Senge's system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge's model. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 98
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. Ensure saboteurs are excluded from any involvement with the change
D. Ignore the saboteurs and hope that people will NOT be influenced

Answer: B

Explanation:
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 (page 11)

NEW QUESTION # 99
According to the Cynefin framework, what type of change situation is stable and well understood, where the relationship between cause and effect is clear?

A. Simple
B. Chaotic
C. Complex
D. Multifaceted

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Cynefin framework by Dave Snowden, integrated into the APMG Change Management Foundation, categorizes decision-making contexts to guide change approaches. The question describes a scenario with stability and clear cause-and-effect, so let's explore this with exhaustive depth, covering the framework's domains, their characteristics, practical applications, and theoretical grounding:
*Cynefin Overview: Cynefin (pronounced "kuh-nev-in") offers five domains-Simple, Complicated, Complex, Chaotic, and Disorder-to classify situations based on predictability and complexity. Each dictates a change strategy (e.g., best practice, analysis, experimentation). The APMG uses this to match interventions to context.
*Option A: Simple
oDefinition: Previously called "Obvious," this domain features stable, predictable environments where cause- and-effect is clear and universally understood. Problems have known solutions (e.g., "if X, then Y").
oCharacteristics: Rules-based, repeatable processes; minimal uncertainty.
oChange Example: Updating a payroll system with a standard software patch-installing it reliably fixes issues because the process is well-documented and stable.
oFit with Question: "Stable and well understood" matches perfectly, as does "clear cause-and-effect." The APMG cites Simple contexts as requiring straightforward "sense-categorize-respond" approaches (e.g., follow a checklist).
oConclusion: Correct answer.
*Option B: Multifaceted
oClarification: Likely intended as "Complicated" (a typo, as Multifaceted isn't a Cynefin term). Complicated involves multiple variables, but cause-and-effect is still discernible with expertise (e.g., engineering a bridge).
oAnalysis: Less stable than Simple due to analysis needs; not "well understood" by all-only experts grasp it.
APMG notes "sense-analyze-respond" here, not immediate clarity, so it's incorrect.
*Option C: Complex
oDefinition: Unpredictable, with emergent patterns; cause-and-effect is only clear in hindsight (e.g., organizational culture change).
oAnalysis: Far from stable-requires experimentation ("probe-sense-respond"). The question's clarity and stability rule this out. Example: Rolling out a new strategy with unknown outcomes.
*Option D: Chaotic
oDefinition: High turbulence; no clear cause-and-effect (e.g., crisis response).
oAnalysis: Opposite of stable-demands immediate action ("act-sense-respond"). Irrelevant here.
*Deep Reasoning: Simple contexts are linear and transparent, like fixing a printer jam (push button, paper releases). APMG contrasts this with Complex (e.g., market shifts), where stability is absent. The question's descriptors exclude all but Simple.
*Practical Implication: In a Simple change, managers apply best practices without overcomplicating, per APMG guidance.

NEW QUESTION # 100
......

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