APMG-INTERNATIONAL CHANGE-MANAGEMENT-FOUNDATION EXAM DUMPS - TOP SECRET FOR INSTANT EXAM PREPARATION

APMG-International Change-Management-Foundation Exam Dumps - Top Secret for Instant Exam Preparation

APMG-International Change-Management-Foundation Exam Dumps - Top Secret for Instant Exam Preparation

Blog Article

Tags: Change-Management-Foundation Reliable Dumps, Change-Management-Foundation Hot Questions, Change-Management-Foundation Reliable Exam Registration, Change-Management-Foundation Testking, Change-Management-Foundation Reliable Exam Syllabus

We pursue the best in the field of Change-Management-Foundation exam dumps. Change-Management-Foundation dumps and answers from our PracticeTorrent site are all created by the IT talents with more than 10-year experience in IT certification. PracticeTorrent will guarantee that you will get Change-Management-Foundation Certification certificate easier than others.

PracticeTorrent Change-Management-Foundation test questions materials will guide you and help you to pass the certification exams in one shot. If you want to know our Change-Management-Foundation test questions materials, you can download our free demo now. Our demo is a small part of the complete charged version. Also you can ask us any questions about APMG-International Change-Management-Foundation Exam any time as you like.

>> Change-Management-Foundation Reliable Dumps <<

APMG-International Change-Management-Foundation Hot Questions & Change-Management-Foundation Reliable Exam Registration

We have to admit that the exam of gaining the Change-Management-Foundation certification is not easy for a lot of people, especial these people who have no enough time. If you also look forward to change your present boring life, maybe trying your best to have the Change-Management-Foundation Certification is a good choice for you. Now it is time for you to take an exam for getting the certification.

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

TopicDetails
Topic 1
  • Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
Topic 2
  • 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 3
  • communication methods and channels, and effective messaging for different stakeholder groups.
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
  • Communication in Change Management: This section covers developing a communication strategy
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
  • 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 8
  • 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 9
  • Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 10
  • Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

APMG-International Change Management Foundation Exam Sample Questions (Q100-Q105):

NEW QUESTION # 100
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. Only 1 is true
  • B. Neither 1 nor 2 is true
  • C. Only 2 is true
  • D. Both 1 and 2 are true

Answer: A

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 # 101
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?

  • A. There will be no effect if senior managers maintain discipline
  • B. Additional change agents will be need to be appointed
  • C. The likelihood of achieving performance targets reduces.
  • D. Staff will be more willing to help achieve the outcomes of change

Answer: D

Explanation:
The psychological contract is the unwritten and implicit agreement between an organization and its employees, which defines their mutual expectations and obligations. The psychological contract can be broken when either party fails to fulfill their promises or obligations, such as changing the terms and conditions of employment, reducing the benefits or rewards, or violating the trust or respect. When the psychological contract is broken, it can have negative effects on the organization, such as lower employee engagement, commitment, and loyalty; higher turnover, absenteeism, and grievances; and lower productivity, quality, and innovation. Therefore, one of the effects of breaking the psychological contract is that the likelihood of achieving performance targets reduces. The other options are not effects of breaking the psychological contract, but rather causes or consequences of other factors.


NEW QUESTION # 102
An organization has decided to roll out the transition to a new software application one department at a time.
What type of delivery strategy is being adopted?

  • A. Phased
  • B. Big Bang
  • C. Many small incremental/iterative releases
  • D. Voluntary Adoption

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation outlines several change delivery strategies. A Phased approach (Option B) involves rolling out change gradually across segments (e.g., one department at a time), allowing controlled implementation and adjustment. This contrasts with Big Bang (A), where change occurs simultaneously across the organization; Voluntary Adoption (C), where individuals opt-in; and Many small incremental/iterative releases (D), which involve frequent small updates rather than departmental phases. The scenario clearly describes a phased rollout.


NEW QUESTION # 103
Which skill is MOST relevant to helping people through the change curve?

  • A. Decision making
  • B. Negotiation
  • C. Active listening
  • D. Time management

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Helping individuals navigate the change curve requires understanding and addressing their emotional responses, as outlined in the APMG Change Management Foundation. Active listening (Option D) is the most relevant skill, as it involves empathetically hearing concerns, validating feelings, and providing support- crucial for guiding people through stages like frustration or depression. Time management (A) aids planning, Negotiation (B) resolves conflicts, and Decision making (C) sets direction, but none directly address the emotional support needed for the change curve as effectively as active listening.


NEW QUESTION # 104
In the Process for Leading Change (Kotter), which of the 8 processes (or accelerators) aims to reduce the impact of doubters by demonstrating early achievements against the vision?

  • A. Celebrating visible, significant short-term wins
  • B. Building and maintaining a guiding coalition
  • C. Accelerating movement towards the vision
  • D. Creating a sense of urgency around a single big opportunity

Answer: A

Explanation:
Comprehensive and Detailed In-Depth Explanation:
John Kotter's 8-Step Process for Leading Change is a foundational model in the APMG Change Management Foundation. The question targets reducing doubters' impact via early achievements. Let's analyze each step:
*Kotter's Model Overview: The 8 steps are: 1) Create urgency, 2) Build a coalition, 3) Form a vision, 4) Communicate the vision, 5) Empower action, 6) Generate short-term wins, 7) Consolidate gains, 8) Anchor changes. Each builds momentum, but one specifically counters skepticism with tangible results.
*Option A: Building and maintaining a guiding coalition - Step 2 forms a committed group to lead change. It' s foundational but focuses on team-building, not proving success to doubters. For example, assembling influencers doesn't show results yet.
*Option B: Creating a sense of urgency around a single big opportunity - Step 1 motivates action by highlighting needs (e.g., "We'll lose customers without this"). It generates buy-in but lacks tangible achievements to sway skeptics.
*Option C: Accelerating movement towards the vision - This aligns with Step 7 (consolidating gains), pushing progress. While it builds on wins, it's about sustaining momentum, not the initial demonstration to doubters.
*Option D: Celebrating visible, significant short-term wins - Step 6 and the correct answer. Kotter emphasizes that early, visible successes (e.g., a pilot project cutting costs) prove the vision's viability, silencing critics.
The APMG framework notes this counters resistance by showing "it works." For instance, a new process reducing complaints by 20% in a month can shift doubters' views.
*Why D Fits: Doubters need evidence, not promises. Celebrating wins provides that proof, reinforcing belief and momentum, as Kotter and APMG stress.


NEW QUESTION # 105
......

Experts have prepared the Change-Management-Foundation desktop-based exam simulation software. There are Change-Management-Foundation actual questions in the practice test to give you an exact impression of the Change Management Foundation Exam Change-Management-Foundation original test. This type of Change Management Foundation Exam Change-Management-Foundation actual exam simulations helps to calm your anxiety.

Change-Management-Foundation Hot Questions: https://www.practicetorrent.com/Change-Management-Foundation-practice-exam-torrent.html

Report this page