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

Topic	Details
Topic 1	Communication in Change Management: This section covers developing a communication strategy
Topic 2	Leadership and Change: In this section, the preference is given to the role of leadership in change management, change leadership styles, building and maintaining a guiding coalition, etc.
Topic 3	Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
Topic 4	Measuring and Sustaining Change: In this section, the focus is on the key performance indicators for change initiatives, monitoring and evaluating change progress, and strategies for sustaining change.
Topic 5	Introduction to Change Management: This section covers the definition and importance of change management, types of organizational change, and the role of change managers.
Topic 6	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.

APMG-International Change Management Foundation Exam Sample Questions (Q71-Q76):

NEW QUESTION # 71
Which action is a suitable response when resistance to change is shown through sabotage?

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

Answer: C

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 # 72
According to Schein, which approach would decrease learning anxiety?

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

Answer: C

Explanation:
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 (page 11)

NEW QUESTION # 73
Which of the following statements about building and maintaining engagement throughout change are true?
1.Engaging people in change is simple and routine
2.A simple formula can be applied for all change situations

A. Neither 1 nor 2 is true
B. Both 1 and 2 are true
C. Only 1 is true
D. Only 2 is true

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Engagement is a complex, dynamic process in the APMG Change Management Foundation, requiring tailored strategies. Let's dissect each statement with extensive reasoning:
*Statement 1: "Engaging people in change is simple and routine" - This is false. The framework stresses that engagement varies by context, stakeholder needs, and change type. For example, engaging a small team in a process tweak differs vastly from a company-wide cultural shift. Emotional reactions, resistance, and diverse motivations make it neither simple nor routine-requiring effort, empathy, and adaptability.
*Statement 2: "A simple formula can be applied for all change situations" - This is also false. While principles like Transparency or Dialogue provide guidance, the APMG materials emphasize that no one-size-fits-all formula exists. A top-down announcement might work for a policy update but fail for a system overhaul needing hands-on involvement. Complexity and uniqueness of each change defy a universal approach.
Both statements oversimplify engagement, contradicting the APMG view that it's a nuanced, situation- specific challenge. Option D is correct, as neither holds true given the framework's focus on flexibility and depth in stakeholder engagement.

NEW QUESTION # 74
Which should always be the first step in the Continuous Change Management Cycle?

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

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Continuous Change Management Cycle in the APMG Change Management Foundation is an iterative process for managing ongoing change, typically comprising Discovery, Ideas, Prioritization, and Action. Let's examine why Discovery is the starting point:
*Discovery: This initial step involves assessing the current state, identifying needs, and gathering insights (e.
g., stakeholder feedback, performance gaps). It's foundational because understanding the context drives subsequent steps. For example, a company noticing low employee morale might discover through surveys that a lack of communication is the root cause, setting the stage for ideas.
*Ideas: Generating solutions follows Discovery, as ideas must address identified issues. Starting here without context risks misaligned proposals.
*Prioritization: Ranking options comes after ideas are developed, requiring a basis from Discovery to evaluate relevance.
*Action: Implementing changes is the final step, relying on prior stages for direction and feasibility.
The APMG framework positions Discovery as the logical first step to ensure change efforts are informed and purposeful, avoiding reactive or uninformed actions. Option C is thus correct, reflecting the cycle's emphasis on evidence-based beginnings.

NEW QUESTION # 75
Which statement describes 'confirmation bias'?

A. People pay most attention to facts agree with their current opinions
B. People assume that information that is easy to access will be the most important
C. People allow their ideas to be shaped by what most other people are starting to believe
D. People like continuity and find ways to avoid change

Answer: D

Explanation:
Confirmation bias is a cognitive bias that causes people to pay more attention to facts that agree with their current opinions and ignore or discount facts that contradict them. Confirmation bias can affect how people perceive, interpret, and remember information, as well as how they make decisions and judgments.
Confirmation bias can hinder learning and change, as people may resist or reject new information that challenges their existing beliefs or assumptions.

NEW QUESTION # 76
......

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Free PDF 2025 APMG-International High-quality Change-Management-Foundation Exam Brain Dumps

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

APMG-International Change Management Foundation Exam Sample Questions (Q71-Q76):

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