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APMG-International Change-Management-Foundation Braindump Free & Test Change
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P.S. Free 2026 APMG-International Change-Management-Foundation dumps are available on Google Drive shared by Real4Prep: https://drive.google.com/open?id=16CB1oUJGOasGdWTAvuFrg5aUYIycwyaE
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APMG-International Change-Management-Foundation Exam Syllabus Topics:| Topic | Details | | Topic 1 | - Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
| | Topic 2 | - Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.
| | Topic 3 | - Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
| | 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 | - Introduction to Change Management: ThiLewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, s section covers the definition and importance of change management, types of organizational change, and the role of change managers.
| | Topic 6 | - 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 7 | - Communication in Change Management: This section covers developing a communication strategy
| | Topic 8 | - communication methods and channels, and effective messaging for different stakeholder groups.
| | Topic 9 | - Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques
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APMG-International Change Management Foundation Exam Sample Questions (Q66-Q71):NEW QUESTION # 66
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?
- A. Additional change agents will be need to be appointed
- B. The likelihood of achieving performance targets reduces.
- C. Staff will be more willing to help achieve the outcomes of change
- D. There will be no effect if senior managers maintain discipline
Answer: C
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 # 67
When building a change delivery scorecard, which of the different views on value are achieved through a measurable increase in sales?
- A. Internal
- B. Customer
- C. Financial
- D. Learning & Growth
Answer: C
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The change delivery scorecard is often based on the Balanced Scorecard framework (developed by Kaplan and Norton), which is widely referenced in change management to measure the success ofchange initiatives across multiple perspectives. The APMG Change Management Foundation materials emphasize that the scorecard evaluates value from four key views: Financial, Customer, Internal (Processes), and Learning & Growth. A measurable increase in sales directly relates to revenue and profitability, which are core indicators of financial performance. This aligns with the Financial perspective, as it focuses on tangible monetary outcomes that demonstrate the economic success of the change. The Customer perspective focuses on satisfaction and loyalty, Internal on process efficiency, and Learning & Growth on capability development- none of which directly measure sales increases.
NEW QUESTION # 68
In neuroscience, which particularly rewards the brain's need for Certainty?
- A. Delegated decision-making through change
- B. Change delivered in small stages
- C. Public praise
- D. Group social events
Answer: B
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation incorporates neuroscience, specifically David Rock's SCARF model, which identifies five domains driving brain responses: Status, Certainty, Autonomy, Relatedness, and Fairness. Certainty refers to the brain's preference for predictability and stability. Option A ("Change delivered in small stages") rewards this need by breaking change into manageable, predictable steps, reducing uncertainty and threat responses. Option B enhances Autonomy, Option C boosts Relatedness, and Option D elevates Status-none directly address Certainty as effectively as staged delivery.
NEW QUESTION # 69
What is the First step of Kotter's eight-step model for planning and leading organizational change?
- A. Establishing a sense of urgency
- B. Generating short term wins
- C. Empowering employees for broad-based action
- D. Communicating the change vision
Answer: A
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 first step of Kotter's model is establishing a sense of urgency.
NEW QUESTION # 70
According to Pink, which three factors are key motivators for "knowledge work"?
- A. Hygiene factors, autonomy, and self-actualization
- B. Autonomy, safety, and self-esteem
- C. Dissatisfiers, rewards, and safety
- D. Autonomy, mastery, and purpose
Answer: D
Explanation:
Comprehensive and Detailed In-Depth Explanation:
Daniel Pink's motivation theory, integrated into the APMG Change Management Foundation, redefines drivers for knowledge work (tasks requiring creativity and problem-solving). Let's unpack this thoroughly:
*Pink's Theory: In Drive, Pink argues traditional motivators (e.g., pay) are insufficient for knowledge workers. He proposes three intrinsic factors: Autonomy (control over work), Mastery (improving skills), and Purpose (connecting to a larger goal). These resonate with modern change contexts where engagement is key.
*Option A: Dissatisfiers, rewards, and safety - Dissatisfiers and rewards echo Herzberg's extrinsic factors (e.
g., salary), while safety might relate to job security. Pink critiques these as outdated for knowledge work, focusing instead on intrinsic drivers, so this is incorrect.
*Option B: Autonomy, safety, and self-esteem - Autonomy fits Pink's model, but safety and self-esteem align more with Maslow's hierarchy (security and esteem needs) than Pink's focus. They're not his core triad, making this wrong.
*Option C: Hygiene factors, autonomy, and self-actualization - Hygiene factors (Herzberg's term for basics like pay) aren't Pink's focus, though autonomy is correct. Self-actualization (Maslow) is broader than Mastery or Purpose, missing Pink's specificity.
*Option D: Autonomy, mastery, and purpose - Correct. Autonomy lets workers shape their tasks (e.g., choosing how to implement a change). Mastery drives skill growth (e.g., mastering a new tool). Purpose ties work to meaning (e.g., improving customer lives). The APMG framework applies this to change, like motivating a team to adopt a system by giving them control, skill-building, and a clear "why."
*Example: A developer adopting Agile might thrive with autonomy (setting their sprint tasks), mastery (learning new coding techniques), and purpose (enhancing user experience), aligning with Pink's model and APMG's use in knowledge-intensive change.
*Contrast: Unlike Herzberg's external motivators, Pink's factors are internal, making Option D uniquely accurate.
NEW QUESTION # 71
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