Pass the APMG-International Change Management Change-Management-Foundation Questions and answers with ExamsMirror

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)

Comprehensive and Detailed In-Depth Explanation:

Symbolic actions and symbolism are powerful tools in change management to emotionally engage stakeholders, as per the APMG Change Management Foundation. Statement 1 ("Leaders must lead by example") is true because leaders’ visible actions (e.g., adopting new behaviors) reinforce change messages and build trust, appealing to hearts and minds. Statement 2 ("Only leaders can influence change") is false, as the framework recognizes that change agents, line managers, and even peers can influence change—not just leaders. Thus, only Statement 1 holds true in the context of symbolic influence.

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)

Storytelling is a technique to communicate change in a way that engages people’s hearts and minds more fully. Stories can convey the vision, purpose, and benefits of the change, as well as the challenges ahead and how they can be overcome. Stories can also inspire, motivate, and persuade people to support and participate in the change. Therefore, option C is the best example of an advantage of using storytelling to communicate change. The other options are not advantages, as they either do not reflect the purpose of storytelling or do not engage people’s hearts and minds.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2027%20-%20v1.0.pdf (page 11)

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%203%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth Explanation:

Neuroscience insights in the APMG Change Management Foundation highlight how the brain learns during change. Statement 1 ("Following moments of insight, offer supportive feedback") is true, as research (e.g., Rock’s AGES model) shows that reinforcing insights with feedback strengthens neural pathways, aiding learning. Statement 2 ("Positive informative talks from experts") lacks specific neuroscience backing in this context; while informative, it’s not highlighted as a key learning enhancer compared to feedback after insight. Thus, only Statement 1 is true.

Comprehensive and Detailed In-Depth Explanation:

The Beckhard and Harris Change Formula (D x V x F > R) in APMG drives motivation. Only A (Dissatisfaction) is a factor—others are external considerations, not formula components.

Comprehensive and Detailed In-Depth Explanation:

The Change Curve (Kübler-Ross) in APMG outlines emotional stages (e.g., denial, acceptance). Statement 1 is true—it’s a normal reaction. Statement 2 is false—it applies to all significant changes (e.g., a promotion), not just negative ones. Thus, A.

Comprehensive and Detailed In-Depth Explanation:

The Measurement methodology in APMG evaluates communication success (e.g., awareness levels via surveys), ensuring it meets goals. Option A fits; others misalign.