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2026 Change-Management-Foundation Examcollection Questions Answers | High-quality Change Management Foundation Exam 100% Free Exams

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APMG-International Change Management Foundation Exam Sample Questions (Q63-Q68):

NEW QUESTION # 63
In which step of the Continuous Change Management Cycle should change actions be broken into smaller tasks?

A. Discovery
B. Prioritization
C. Action
D. Ideas

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Continuous Change Cycle (Discovery, Ideas, Prioritization, Action) in APMG is iterative. Breaking actions into tasks occurs in Action, where plans are executed. Let's analyze:
*Discovery: Assesses needs (e.g., low morale). No tasks yet-just insights.
*Ideas: Generates solutions (e.g., better communication). Still conceptual.
*Prioritization: Ranks ideas (e.g., training first). Defines what, not how.
*Action: Correct. Implements plans, breaking them into tasks (e.g., "schedule training" vs. "launch campaign"). APMG stresses manageability here.
*Example: A morale boost via training is split into actionable steps (e.g., book trainer, set dates) in Action.

NEW QUESTION # 64
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?

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

Answer: D

Explanation:
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 (page 11)

NEW QUESTION # 65
Which of the following statements about diverse teams are true?
1.Provide greater creativity
2.Reach consensus sooner than teams of 'similars'

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

Answer: D

Explanation:
Comprehensive and Detailed In-Depth Explanation:
Diverse teams are a focal point in the APMG Change Management Foundation, particularly in the context of team effectiveness during change initiatives. Let's break down each statement with extensive detail:
*Statement 1: "Provide greater creativity" - This is true and strongly supported by the APMG framework.
Diversity in teams-whether in terms of culture, experience, gender, or skills-brings a variety of perspectives that fuel innovative thinking. For example, a team designing a new customer service process might include members from sales, IT, and HR, each contributing unique ideas that a homogenous group might overlook. Research cited in change management literature consistently shows that diverse teams outperform similar teams in creativity and problem-solving due to this multiplicity of viewpoints. The framework emphasizes that this strength is particularly valuable in change contexts, where novel solutions are often required to address complex challenges.
*Statement 2: "Reach consensus sooner than teams of 'similars'" - This is false. While diverse teams excel in creativity, they often face challenges in decision-making speed. The APMG materials explain that differing perspectives can lead to healthy debate but also require more time to align and reach agreement. For instance, a team of 'similars' (e.g., all engineers) might quickly agree on a technical solution due to shared assumptions, whereas a diverse team might debate trade-offs between technical feasibility, cost, and user experience, delaying consensus. This trade-off is acknowledged as a potential downside of diversity, though the quality of decisions typically improves.
Given this analysis, only Statement 1 is true. The answer is A because the framework prioritizes creativity as a proven benefit of diversity, while explicitly noting that quicker consensus is not a characteristic of diverse teams compared to homogenous ones.

NEW QUESTION # 66
Which definition describes 'transition' in Bridges' model of human transitions?

A. The physical process of adopting new changes
B. The planned actions required to make a change
C. The emotional process of adjusting to a change
D. The time elapsed between letting go of the old and experimenting with new ways

Answer: C

Explanation:
Comprehensive and Detailed In-Depth Explanation:
William Bridges' Transition Model is a key framework in the APMG Change Management Foundation, distinguishing between change (the external event) and transition (the internal psychological process). The model has three phases: Ending, Losing, Letting Go; Neutral Zone; and New Beginning. Let's evaluate each option with extensive detail:
*Option A: "The planned actions required to make a change" - This describes the mechanics of change (e.g., implementing a new system), not transition. Bridges focuses on the human experience, not logistical steps, so this is incorrect.
*Option B: "The emotional process of adjusting to a change" - This is the correct definition. Bridges emphasizes that transition is about how people emotionally and psychologically adapt to change. For example, when a company relocates, the change is the move, but the transition involves employees grieving the old office, feeling disoriented, and eventually embracing the new space. The APMG framework highlights this emotional journey as central to Bridges' model.
*Option C: "The time elapsed between letting go of the old and experimenting with new ways" - This partially aligns with the Neutral Zone phase but is too narrow. Transition encompasses the entire process (all three phases), not just a time segment, making this incomplete.
*Option D: "The physical process of adopting new changes" - This again focuses on external actions (e.g., using new tools), not the internal adjustment Bridges describes, so it's incorrect.
Option B captures the essence of Bridges' model: transition is an emotional, human-centered process, distinct from the tangible aspects of change. The APMG materials use this to explain why managing feelings-like resistance or hope-is critical during change initiatives.

NEW QUESTION # 67
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?

A. Team roles
B. Team operating processes
C. Team mission, planning and goal setting.
D. Team inter-personal relationships

Answer: D

Explanation:
Explanation
According to Glaser and Glaser, team effectiveness is influenced by four elements: team mission, planning and goal setting; team roles; team operating processes; and team inter-personal relationships. Team inter-personal relationships refer to the quality of communication, trust, respect, and collaboration among team members.
This element enables team members to help each other address challenges, as well as share feedback, ideas, and emotions. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

NEW QUESTION # 68
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