Which of the following is a purpose of creating a change management plan when preparing for
change?
A.
Document the set of typically recurring actions that contribute to change readness’
B.
Provide a detailed schedule of project and their dependencies
C.
Capture of full list of issues to be resolved before change can start
D.
Record a list of all the change risks and the responsive actions required.
Correct Answer: D
Explanation:
One of the purposes of creating a change management plan when preparing for change is to record a
list of all the change risks and the responsive actions required. This helps to identify potential threats
and opportunities for the change and plan how to mitigate or exploit them. The other options are not
purposes of a change management plan, but rather outcomes or inputs of other processes or
activities. Reference: https://apmg
international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper
%205%20-%20v1.0.pdf (page 11)
Question #2 (Topic: demo questions)
Which statement about Senge’s system thinking model is correct?
A.
Processes in organizations can either support or limit the effectiveness of change
B.
Change can be planned and implemented using an eight-stage model
C.
Change must e driven primary by senior sponsors
Correct Answer: A
Explanation:
Senge’s system thinking model is a holistic approach to understand how different elements in an
organization interact and influence each other. Processes are one of the elements that can either
support or limit the effectiveness of change, depending on how they are designed and implemented.
The other statements are not correct, as they do not reflect Senge’s model. Reference: https://apmg
international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper
%204%20-%20v1.0.pdf (page 11)
Question #3 (Topic: demo questions)
According to Lewin’s Force-field analysis’ which action needs to occur if an organization desires to
make change more quickly?
A.
Driving forces need to be decreased
B.
Driving forces need to be augmented
C.
Restraining forces to be increased
D.
Resisting forces need to be increased
Correct Answer: B
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. Reference: https://apmg
international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper
%203%20-%20v1.0.pdf (page 11)
Question #4 (Topic: demo questions)
Which is an engagement level of Mayfield’s stakeholder radar technique?
A.
Ideal
B.
Required
C.
Must have
D.
Vital
Correct Answer: D
Explanation:
Mayfield’s stakeholder radar technique identifies four levels of engagement for stakeholders:
required, desired, actual, and planned. The required level of engagement is the minimum level that
is necessary for the stakeholder to support the change or at least not resist it. Reference:
https://apmg
international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper
%202%20-%20v1.0.pdf (page 11)
Question #5 (Topic: demo questions)
Which of the following statement about communication approaches that encourage engagement
during change are true?
It is helpful to delay communication until all the information is avoiding the risk of misleading people
with insufficient data.
An external communications agency should be asked to relay messages when dealing with a difficult
change.
A.
Only 1 is true
B.
Only 2 is the true
C.
Both 1 and 2 are true
D.
Neither 1 or 2 is true
Correct Answer: A
Explanation:
Communication approaches that encourage engagement during change should be timely,
transparent, honest, consistent, and two-way. It is not helpful to delay communication until all the
information is available, as this can create uncertainty and anxiety among stakeholders. It is also not
advisable to use an external communications agency to relay messages when dealing with a difficult
change, as this can undermine trust and credibility of the change leaders. Reference: https://apmg
international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper
%201%20-%20v1.0.pdf (page 11)