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Dumps Real APMG-International Change-Management-Foundation Exam Questions [Updated 2026]
NEW QUESTION # 50
Which definition describes 'transition' in Bridges' model of human transitions?
- A. The planned actions required to make a change
- B. The time elapsed between letting go of the old and experimenting with new ways
- C. The emotional process of adjusting to a change
- D. The physical process of adopting new changes
Answer: C
Explanation:
Comprehensive and Detailed In-Depth Explanation:
William Bridges' Transition Model is a key framework in the APMG Change Management Foundation, distinguishing between change (the external event) and transition (the internal psychological process). The model has three phases: Ending, Losing, Letting Go; Neutral Zone; and New Beginning. Let's evaluate each option with extensive detail:
*Option A: "The planned actions required to make a change" - This describes the mechanics of change (e.g., implementing a new system), not transition. Bridges focuses on the human experience, not logistical steps, so this is incorrect.
*Option B: "The emotional process of adjusting to a change" - This is the correct definition. Bridges emphasizes that transition is about how people emotionally and psychologically adapt to change. For example, when a company relocates, the change is the move, but the transition involves employees grieving the old office, feeling disoriented, and eventually embracing the new space. The APMG framework highlights this emotional journey as central to Bridges' model.
*Option C: "The time elapsed between letting go of the old and experimenting with new ways" - This partially aligns with the Neutral Zone phase but is too narrow. Transition encompasses the entire process (all three phases), not just a time segment, making this incomplete.
*Option D: "The physical process of adopting new changes" - This again focuses on external actions (e.g., using new tools), not the internal adjustment Bridges describes, so it's incorrect.
Option B captures the essence of Bridges' model: transition is an emotional, human-centered process, distinct from the tangible aspects of change. The APMG materials use this to explain why managing feelings-like resistance or hope-is critical during change initiatives.
NEW QUESTION # 51
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. Recognize negative emotions as a sign that the change is being managed badly
- C. Advise people not to discuss their problems with colleagues
- D. Actively involve line managers in listening and providing support
Answer: D
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 # 52
Which is a description of the role of Line Management in the change process?
- A. Tests thinking and advises on effective delivery of change
- B. Provides financial resources to support specific change tasks
- C. Develops communications networks across the organization
- D. Ensure senior managers are committed to the changes
Answer: A
Explanation:
Explanation
According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Line Management is a sub-role of Change Agent, which is the role that promotes an idea to potential Sponsors and implements the change once it is approved. Line Management tests thinking andadvises on effective delivery of change, as well as supports and coaches staff through the change. The other options are not descriptions of the role of Line Management, but rather of other roles or activities in the change process. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 53
What role in change must promote an idea to potential Sponsors?
- A. Sponsor
- B. Change Agent
- C. Idea-Generator
- D. Targets
Answer: B
Explanation:
Explanation
According to the Change Management Institute's Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Idea-Generator is the role that identifies the need for change and proposes a solution. Sponsor is the role that authorizes and funds the change. Change Agent is the role that promotes an idea to potential Sponsors and implements the change once it is approved.
Target is the role that is affected bythe change and needs to adopt new behaviors or ways of working.
References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 54
Which of the common Agile concepts, behaviours, and techniques comprises fixed periods of time, at the end of which an objective has been met?
- A. Focus on frequent delivery
- B. Minimum viable product
- C. Full transparency
- D. Timeboxes (also known as sprints)
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
In Agile methodology, as covered in the APMG Change Management Foundation, Timeboxes (Option B), also known as sprints in Scrum, are fixed time periods (e.g., 2-4 weeks) during which specific objectives or deliverables are completed. This structured approach ensures focus and progress. Minimum viable product (A) refers to a basic product version, Full transparency (C) to open communication, and Focus on frequent delivery (D) to regular outputs-none inherently involve fixed time periods with completed objectives like Timeboxes.
NEW QUESTION # 55
Why do Line Leaders make effective Change Agents?
- A. They can support and influence local staff
- B. As leaders they are unaffected by the change
- C. They have the time to dedicate to the change
- D. They have local decision-making authority
Answer: A
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Line Leaders are pivotal in change management, as per the APMG Change Management Foundation, due to their proximity to frontline staff. Option C ("They can support and influence local staff") is correct because their role enables them to provide direct support, address concerns, and model change behaviors, influencing their teams effectively. Option A overstates their authority, Option B is false as they are affected by change, and Option D is unrealistic given their operational duties. Their effectiveness lies in their local influence and support capacity.
NEW QUESTION # 56
Which of the following statements about two-way communication are true?
Two way communication is useful for getting important information out quickly to large groups of people Two-way communication encourages and increases people's motivation to interact to find out more.
- A. Neither 1 or 2 is true
- B. Only 1 is true
- C. Both 1 and 2 are true
- D. Only 2 is true
Answer: D
Explanation:
Two-way communication is a type of communication that allows for feedback, interaction, and dialogue between the sender and the receiver. Two-way communication is useful for engaging stakeholders, building trust and rapport, clarifying expectations, and resolving issues. Two-way communication encourages and increases people's motivation to interact to find out more, as they feel valued and involved in the change.
Therefore, statement 2 is true. However, two-way communication is not useful for getting important information out quickly to large groups of people, as it can be time-consuming, complex, and inconsistent.
For this purpose, one-way communication, such as newsletters, emails, or announcements, may be more suitable. Therefore, statement 1 is not true. References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%2023%20-%20v1.0.pdf (page 11)
NEW QUESTION # 57
Which item is one of Mayfield's seven principles of stakeholder engagement?
- A. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time
- B. Continually look at the big picture and the long term to make sure the change sticks
- C. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
- D. Different levels of engagement are required depending on where people are along the change journey
Answer: C
Explanation:
Explanation
Mayfield's seven principles of stakeholder engagement are:
* Engagement is a two-way process
* Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
* Different levels of engagement are required depending on where people are along the change journey
* Engagement requires empathy -understanding what matters most to stakeholders
* Engagement requires authenticity -being honest about what can be influenced
* Engagement requires creativity -finding ways to involve stakeholders in meaningful ways
* Engagement requires courage -being prepared to have difficult conversations Therefore, option B is one of Mayfield's seven principles of stakeholder engagement. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 58
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?
- A. Machines
- B. Brains
- C. Flux and transformation
- D. Political systems
Answer: A
Explanation:
According to Morgan, machines is a metaphor that applies to an organization that has structured and tightly- controlled processes. This metaphor views organizations as rational, efficient, and predictable systems that operate according to predefined rules and procedures. This metaphor emphasizes order, stability, hierarchy, and control.
NEW QUESTION # 59
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. Accelerating movement towards the vision
- C. Building and maintaining a guiding coalition
- 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 # 60
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?
- A. Redefine the changes to suite then better
- B. Change work priorities to devote more time to change
- C. Withdraw attraction and focus on day to day tasks
- D. Complain to senior management that change is being badly managed
Answer: C
Explanation:
When change takes a long time to embed, stakeholders may lose interest, enthusiasm, or commitment to the change. They may withdraw attention and focus on day to day tasks, as they feel that the change is not relevant, urgent, or beneficial for them. This may affect the momentum and success of the change. Therefore, option B is the most likely stakeholder response that may occur in this situation. The other options are less likely, as they either imply more involvement, effort, or feedback from the stakeholders.References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%
20Paper%2024%20-%20v1.0.pdf (page 11)
NEW QUESTION # 61
What is defined as "The means by which an organization increases involvement of its employees and other stakeholders with organizational change"?
- A. Sponsor
- B. Engagement
- C. Line Leader
- D. Change Agent
Answer: B
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The definition provided in the question matches the APMG Change Management Foundation's description of Engagement, which is the process of involving employees and stakeholders in change initiatives to build commitment and ownership. Engagement is a deliberate strategy to enhance participation and support, distinguishing it from roles like Change Agent (an individual facilitating change), Sponsor (a senior leader championing change), or Line Leader (a manager implementing change locally). The focus on "increasing involvement" aligns directly with Engagement as a foundational concept in stakeholder management.
NEW QUESTION # 62
According to Schein, which approach would decrease learning anxiety?
- A. Encourage staff to try new things
- B. Penalising staff who make mistakes
- C. Reminding the stakeholders of all the times they have failed to change
- D. Creating a sense that the organization might fail if the change is NOT made.
Answer: A
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 # 63
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certain behavior are withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction
- A. Neither 1 or 2 is true
- B. Only 2 is true
- C. Both 1 and 2 are true
- D. Only 1 is true
Answer: D
Explanation:
Extinction is a concept in behavioral learning that describes what happens when rewards for a certain behavior are withdrawn. This can lead to the behavior being reduced or eliminated over time. However, reconditioning behavior after extinction does not take as long as it did before extinction, as there is still some memory or association of the behavior and the reward.Therefore, only statement 1 is true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%
20Paper%2013%20-%20v1.0.pdf (page 11)
NEW QUESTION # 64
Which action, taken as part of the four-step emergent change process, addresses the currentconsequences of the change not yet being a reality?
- A. Identify what people are experiencing once the chances are complete
- B. Develop a route-map for implementing the required changes
- C. Capture what people are experiencing in the present state
- D. Create a vision statement that captures the desired future state
Answer: C
Explanation:
Explanation
The four-step emergent change process is a tool to facilitate change that emerges from within an organization, rather than being imposed from outside. The four steps are:
* Capture what people are experiencing in the present state
* Identify what people are experiencing once the changes are complete
* Create a vision statement that captures the desired future state
* Develop a route-map for implementing the required changes
Therefore, the action that addresses the current consequences of the change not yet being a reality is to capture what people are experiencing in the present state. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 65
According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?
- A. The team motto is 'to deliver excellent service'
- B. The required behaviors are set out in the employee's guide
- C. Meeting customer need is more important than profit
- D. Senior management grades are entitled to 'executive' chairs
Answer: B
Explanation:
According to Trompenaars and Hampden-Turner, culture can be expressed at three levels: artifacts, values, and basic assumptions. Artifacts are the visible and tangible manifestations of culture, such as symbols, rituals, and heroes. Values are the shared beliefs and preferences that guide behavior and decision making.
Basic assumptions are the unconscious and taken-for-granted beliefs that underlie values and artifacts.
Meeting customer need is more important than profit is an example of a basic assumption, as it reflects a deep- rooted belief that influences the values and artifacts of the organization. The other options are examples of artifacts or values, not basic assumptions.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%207%20-%20v1.0.pdf (page 11)
NEW QUESTION # 66
Which is a desired characteristic of a vision statement for a change?
- A. It is veritable so its achievement can be confirmed
- B. Lists all the activities needed to achieve the changes
- C. Explains the future organization structure in detail
- D. Sets out several promises that may be hard to measure
Answer: A
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 # 67
Which skill is MOST relevant to helping people through the change curve?
- A. Time management
- B. Active listening
- C. Decision making
- D. Negotiation
Answer: B
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 # 68
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?
- A. Generating short-term wins
- B. Empowering employees for broad-based action
- C. Creating the guiding coalition
- D. Communicating the change vision
Answer: D
Explanation:
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition.References: https://apmg-international.com/sites/default/files/Change%20Management%
20Foundation%20Sample%20Paper%2033%20-%20v1.0.pdf (page 11)
NEW QUESTION # 69
Which is a benefit of using change agent networks?
- A. They help people keep up to date and involved in the change
- B. They provide reports to management on staff performance
- C. They take accountability for delivering all change objectives within agreed timescales
- D. They take charge of defining and appropriate strategy for change
Answer: A
Explanation:
Explanation
Change agent networks are groups of people who act as advocates, champions, or ambassadors for a change within an organization. They can help to communicate, implement, and sustain the change at different levels and locations. One of the benefits of using change agent networks is that they help people keep up to date and involved in the change, as they provide information, feedback, support, and guidance throughout the change process. The other options are not benefits of using change agent networks, as they either imply different roles or responsibilities for the change agent networks or are not relevant to their function. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
NEW QUESTION # 70
Which workplace provision addresses Maslow's social needs?
- A. Job security
- B. Career development opportunities
- C. Generous pensions
- D. Team-building exercises
Answer: B
Explanation:
Maslow's hierarchy of needs is a theory that explains how people are motivated by different levels of needs.
The theory proposes five levels of needs: physiological, safety, social, esteem, and self-actualization. Social needs are the third level of needs, which refer to the need for belonging, love, and friendship. Team-building exercises are a type of workplace provision that addresses Maslow's social needs, as they help to create a sense of community, trust, and cooperation among employees. The other options are workplace provisions that address other levels of needs, such as physiological (generous pensions), safety (job security), or esteem (career development opportunities)
NEW QUESTION # 71
Which of the following statements about a 'Force Field Analysis' are true?
1.It can reveal both barriers to overcome and possible sources of resistance
2.It should be created independently by the change manager
- A. Only 2 is true
- B. Both 1 and 2 are true
- C. Neither 1 nor 2 is true
- D. Only 1 is true
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Force Field Analysis in APMG identifies driving/restraining forces (1-true), but requires collaboration, not solo creation (2-false). A is correct.
NEW QUESTION # 72
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. Ensure saboteurs are excluded from any involvement with the change
- C. Ignore the saboteurs and hope that people will NOT be influenced
- D. Allocate important change tasks to the saboteurs
Answer: A
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%2028%
20-%20v1.0.pdf (page 11)
NEW QUESTION # 73
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