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

Topic	Details
Topic 1	Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 2	Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
Topic 3	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 4	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 5	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 6	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 7	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 8	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 9	Communication in Change Management: This section covers developing a communication strategy

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APMG-International Change Management Foundation Exam Sample Questions (Q22-Q27):

NEW QUESTION # 22
Which statement describes 'confirmation bias'?

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

Answer: D

Explanation:
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.
References:
* https://www.mindtools.com/pages/article/avoiding-psychological-bias.htm#confirmationbias
* https://www.psychologytoday.com/us/basics/confirmation-bias

NEW QUESTION # 23
According to Lewin's Force-field analysis' which action needs to occur if an organization desires to make change more quickly?

A. Resisting forces need to be increased
B. Driving forces need to be augmented
C. Driving forces need to be decreased
D. Restraining forces to be increased

Answer: B

Explanation:
Explanation
Lewin's force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 24
Which of the following statements about effective communication and engagement approaches that appeal to hearts and minds are true?
1.Actively responding to contributions makes people feel valued
2.Decisions are based solely on rational reasoning

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

Answer: B

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Appealing to hearts (emotions) and minds (logic) is a key engagement strategy in the APMG Change Management Foundation, blending rational and emotional levers. Let's evaluate each statement thoroughly:
*Statement 1: "Actively responding to contributions makes people feel valued" - This is true. The framework stresses that engagement requires two-way communication, where acknowledging and responding to stakeholder input fosters a sense of worth and belonging. For instance, if employeessuggest improvements during a change workshop and leaders act on them, it builds emotional buy-in (hearts) and trust in the process (minds). This aligns with principles like Dialogue and Inclusivity, making it a cornerstone of effective engagement.
*Statement 2: "Decisions are based solely on rational reasoning" - This is false. Appealing to hearts and minds explicitly involves both emotion and logic. The APMG materials cite examples like storytelling or symbolic actions (e.g., a CEO using a new system publicly) that tap into emotions, not just data-driven arguments. Relying solely on rational reasoning ignores the emotional resistance or motivation critical to change success, contradicting the dual-focus approach.
Thus, only Statement 1 is true, as it captures the emotional engagement aspect vital to the hearts-and-minds strategy, while Statement 2 overlooks the emotional component entirely.

NEW QUESTION # 25
Which should always be the first step in the Continuous Change Management Cycle?

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

Answer: C

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 # 26
Which is a desired characteristic of a vision statement for a change?

A. Sets out several promises that may be hard to measure
B. It is veritable so its achievement can be confirmed
C. Lists all the activities needed to achieve the changes
D. Explains the future organization structure in detail

Answer: B

Explanation:
A vision statement for a change is a concise and compelling description of the desired future state that the change aims to achieve. A vision statement should have several characteristics, such as being clear, inspiring, realistic, and verifiable. Being verifiable means that the vision statement can be measured and confirmed when it is achieved. The other options are not desired characteristics of a vision statement, as they are either too detailed, vague, or irrelevant.References: https://apmg-international.com/sites/default/files/Change%
20Management%20Foundation%20Sample%20Paper%2014%20-%20v1.0.pdf (page 11)

NEW QUESTION # 27
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