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

Topic
Details

Topic 1

Ethics and Change Management: This section covers ethical considerations in change management, managing the human side of change, and organizational and individual needs.

Topic 2

Communication in Change Management: This section covers developing a communication strategy

Topic 3

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 4

Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.

Topic 5

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 6

Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.

Topic 7

Stakeholder Management: This section covers identifying stakeholders, stakeholder analysis techniques

Topic 8

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 9

communication methods and channels, and effective messaging for different stakeholder groups.

Topic 10

Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.

APMG-International Change Management Foundation Exam Sample Questions (Q21-Q26):

NEW QUESTION # 21
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. Allocate important change tasks to the saboteurs
C. Ignore the saboteurs and hope that people will NOT be influenced
D. Ensure saboteurs are excluded from any involvement with the change

Answer: B

Explanation:
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 (page 11)

NEW QUESTION # 22
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

A. They may not devote of their time to the change
B. Lack of an emotional connection to how things work now.
C. Too much knowledge of how things work and terminology used
D. An increased risk that people will feel change is being imposed

Answer: D

Explanation:
Making or marketing an external appointment to a change team is a decision that can have advantages and disadvantages for an organization. One possible disadvantage is that it can increase the risk that people will feel change is being imposed by outsiders who do not understand or care about their situation or needs. This can lead to resentment, resistance, or distrust among the staff or stakeholders affected by the change.
Therefore, option A is the best example of a disadvantage of making or marketing an external appointment to a change team. The other options are not disadvantages, as they either imply advantages or are not related to making or marketing an external appointment.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%2030%20-%20v1.0.pdf (page 11)

NEW QUESTION # 23
Which of the following statements about positive characteristics of an effective change team (Lencioni) are true?
1.Members should be encouraged to draw attention to colleagues' failures to meet commitments
2.Conflict should be avoided to maintain good relationships

A. Both 1 and 2 are true
B. Only 1 is true
C. Only 2 is true
D. Neither 1 nor 2 is true

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Patrick Lencioni's Five Dysfunctions of a Team model, referenced in the APMG Change Management Foundation, outlines characteristics of effective teams by identifying dysfunctions to avoid: Absence ofTrust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results. Let's analyze each statement against Lencioni's positive traits:
*Statement 1: "Members should be encouraged to draw attention to colleagues' failures to meet commitments"
- This relates to accountability, a positive trait in Lencioni's model. Effective teams hold each other accountable, addressing underperformance constructively to maintain standards. However, the phrasing "draw attention to failures" suggests blame rather than Lencioni's emphasis on supportive, team-focused accountability (e.g., "How can we help you meet this?"). In practice, effective teams discuss commitments openly but not punitively, making this statement misleadingly negative and thus false in the strict context of Lencioni's intent.
*Statement 2: "Conflict should be avoided to maintain good relationships" - This is false. Lencioni argues that avoiding conflict (Fear of Conflict) prevents healthy debate and resolution, weakening team performance.
Effective change teams embrace constructive conflict to challenge ideas and reach better decisions. For example, debating a change strategy's risks ensures a robust plan, whereas avoiding conflict might preserve harmony at the expense of quality.
Since Statement 1 misrepresents accountability's tone and Statement 2 contradicts Lencioni's advocacy for conflict, neither is true. Option D reflects the APMG interpretation of Lencioni's model, where trust, constructive conflict, and mutual accountability define effective teams.

NEW QUESTION # 24
Which statement describes 'confirmation bias'?

A. People like continuity and find ways to avoid change
B. People pay most attention to facts agree with their current opinions
C. People assume that information that is easy to access will be the most important
D. People allow their ideas to be shaped by what most other people are starting to believe

Answer: A

Explanation:
Confirmation bias is a cognitive bias that causes people to pay more attention to facts that agree with their current opinions and ignore or discount facts that contradict them. Confirmation bias can affect how people perceive, interpret, and remember information, as well as how they make decisions and judgments.
Confirmation bias can hinder learning and change, as people may resist or reject new information that challenges their existing beliefs or assumptions.

NEW QUESTION # 25
According to Herzberg's research, which factor leads to high job satisfaction?

A. Salary
B. Working conditions
C. Responsibility
D. Security

Answer: C

Explanation:
Explanation
According to Herzberg's research, job satisfaction and dissatisfaction are influenced by two different sets of factors: motivators and hygiene factors. Motivators are factors that lead to high job satisfaction and motivation, such as achievement, recognition, responsibility, advancement, and growth. Hygiene factors are factors that do not cause satisfaction, but can cause dissatisfaction if they are absent or inadequate, such as working conditions, salary, security, and supervision. Therefore, responsibility is a motivator that leads to high job satisfaction. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 26
......

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