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

Topic	Details
Topic 1	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 2	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 3	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Topic 4	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 5	Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

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APMG-International Change Management Foundation Exam Sample Questions (Q93-Q98):

NEW QUESTION # 93
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?

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

Answer: D

Explanation:
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 # 94
Which MBTI preference would bring a rational approach to selecting an outcome?

A. Thinking
B. Introvert
C. Perceiving
D. Feeling

Answer: A

Explanation:
According to the Myers-Briggs Type Indicator (MBTI), thinking is one of the four preference pairs that describe how people interact with the world and make decisions. Thinking refers to preferring to use logic, analysis, and objective criteria to select an outcome. The other options are not preferences, but dimensions of preferences. Introvert and perceiving are opposite to extrovert and judging, respectively, while feeling is opposite to thinking.References: https://apmg-international.com/sites/default/files/Change%20Management%
20Foundation%20Sample%20Paper%2019%20-%20v1.0.pdf (page 11)

NEW QUESTION # 95
According to the Cynefin framework, what type of change situation is stable and well understood, where the relationship between cause and effect is clear?

A. Complex
B. Chaotic
C. Simple
D. Multifaceted

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Cynefin framework by Dave Snowden, integrated into the APMG Change Management Foundation, categorizes decision-making contexts to guide change approaches. The question describes a scenario with stability and clear cause-and-effect, so let's explore this with exhaustive depth, covering the framework's domains, their characteristics, practical applications, and theoretical grounding:
*Cynefin Overview: Cynefin (pronounced "kuh-nev-in") offers five domains-Simple, Complicated, Complex, Chaotic, and Disorder-to classify situations based on predictability and complexity. Each dictates a change strategy (e.g., best practice, analysis, experimentation). The APMG uses this to match interventions to context.
*Option A: Simple
oDefinition: Previously called "Obvious," this domain features stable, predictable environments where cause- and-effect is clear and universally understood. Problems have known solutions (e.g., "if X, then Y").
oCharacteristics: Rules-based, repeatable processes; minimal uncertainty.
oChange Example: Updating a payroll system with a standard software patch-installing it reliably fixes issues because the process is well-documented and stable.
oFit with Question: "Stable and well understood" matches perfectly, as does "clear cause-and-effect." The APMG cites Simple contexts as requiring straightforward "sense-categorize-respond" approaches (e.g., follow a checklist).
oConclusion: Correct answer.
*Option B: Multifaceted
oClarification: Likely intended as "Complicated" (a typo, as Multifaceted isn't a Cynefin term). Complicated involves multiple variables, but cause-and-effect is still discernible with expertise (e.g., engineering a bridge).
oAnalysis: Less stable than Simple due to analysis needs; not "well understood" by all-only experts grasp it.
APMG notes "sense-analyze-respond" here, not immediate clarity, so it's incorrect.
*Option C: Complex
oDefinition: Unpredictable, with emergent patterns; cause-and-effect is only clear in hindsight (e.g., organizational culture change).
oAnalysis: Far from stable-requires experimentation ("probe-sense-respond"). The question's clarity and stability rule this out. Example: Rolling out a new strategy with unknown outcomes.
*Option D: Chaotic
oDefinition: High turbulence; no clear cause-and-effect (e.g., crisis response).
oAnalysis: Opposite of stable-demands immediate action ("act-sense-respond"). Irrelevant here.
*Deep Reasoning: Simple contexts are linear and transparent, like fixing a printer jam (push button, paper releases). APMG contrasts this with Complex (e.g., market shifts), where stability is absent. The question's descriptors exclude all but Simple.
*Practical Implication: In a Simple change, managers apply best practices without overcomplicating, per APMG guidance.

NEW QUESTION # 96
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 # 97
According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?

A. The required behaviors are set out in theemployee'sguide
B. Senior management grades are entitled to 'executive' chairs
C. The team motto is 'to deliver excellent service'
D. Meeting customer need is more important than profit

Answer: D

Explanation:
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 (page 11)

NEW QUESTION # 98
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