Question 1

Which management approach is recommended to help people through the neutral zone’ phase of Gridges’ model of human transition?

Accepted Answer

C

Explanation: Bridges’ model of human transition describes three phases that people go through when they experience change: ending, losing, and letting go; the neutral zone; and the new beginning. The neutral zone is a period of uncertainty, confusion, and anxiety, but also creativity, innovation, and learning. To help people through this phase, change leaders should describe this period as an opportunity to learn new skills, explore new possibilities, and experiment with new solutions. The other options would not help people through this phase, as they would either maintain the status quo, increase gossip and rumors, or limit feedback channels. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %2010%20-%20v1.0.pdf (page 11)

Question 2

According to Tuckman, in what stage of the team development model are team members likely to want to test and challenge assumptions?

Accepted Answer

B

Explanation: Comprehensive and Detailed In-Depth Tuckman’s model (Forming, Storming, Norming, Performing, Adjourning) in the APMG Change Management Foundation describes team evolution. The question focuses on challenging assumptions. Let’s explore each stage exhaustively: • Forming: Members are polite, cautious, and focused on understanding roles. Assumptions exist but aren’t tested—people avoid conflict. For example, a new change team might accept a plan without question initially. • Storming: Correct answer. This stage involves conflict as members assert ideas and challenge norms. Testing assumptions (e.g., “Is this the best approach?”) is natural as roles clarify and tensions rise. The APMG notes Storming’s messiness drives growth, like a team debating a change timeline’s feasibility. • Performing: The team collaborates effectively, having resolved conflicts. Assumptions are aligned, not challenged, as focus shifts to results. • Adjourning: Closure dominates, with reflection on achievements, not testing assumptions. • Why B: Storming’s friction is where assumptions are questioned, shaping team dynamics, per Tuckman and APMG. Reference: APMG Change Management Foundation, Chapter 6 – People and Change, Tuckman’s Model section.

Question 3

Social neuroscience summarizes 5 brain processes involved in social situations using the mnemonic SCARF. What does the F represent?

Accepted Answer

A

Explanation: Comprehensive and Detailed In-Depth The SCARF model, developed by David Rock and integrated into the APMG Change Management Foundation, describes five domains influencing brain responses in social contexts: Status, Certainty, Autonomy, Relatedness, and Fairness. The "F" stands for Fairness (Option A), which reflects the brain’s sensitivity to equitable treatment. Faith (B), Fear (C), and Fight (D) are not part of the SCARF model, making Fairness the correct answer aligned with neuroscience principles in change management. Reference: APMG Change Management Foundation, Chapter 3 – Individual Change, SCARF Model section.

Question 4

Which is a benefit of using change agent networks?

Accepted Answer

D

Explanation: Change agent networks are groups of people who act as advocates, champions, or ambassadors for a change within an organization. They can help to communicate, implement, and sustain the change at different levels and locations. One of the benefits of using change agent networks is that they help people keep up to date and involved in the change, as they provide information, feedback, support, and guidance throughout the change process. The other options are not benefits of using change agent networks, as they either imply different roles or responsibilities for the change agent networks or are not relevant to their function. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %2029%20-%20v1.0.pdf (page 11)

Question 5

An organization has decided to roll out the transition to a new software application one department at a time. What type of delivery strategy is being adopted?

Accepted Answer

B

Explanation: Comprehensive and Detailed In-Depth The APMG Change Management Foundation outlines several change delivery strategies. A Phased approach (Option B) involves rolling out change gradually across segments (e.g., one department at a time), allowing controlled implementation and adjustment. This contrasts with Big Bang (A), where change occurs simultaneously across the organization; Voluntary Adoption (C), where individuals opt- in; and Many small incremental/iterative releases (D), which involve frequent small updates rather than departmental phases. The scenario clearly describes a phased rollout. Reference: APMG Change Management Foundation, Chapter 7 – Change Impact and Options, Delivery Strategies section.

Question 6

Which definition describes 'transition' in Bridges’ model of human transitions?

Accepted Answer

B

Explanation: Comprehensive and Detailed In-Depth 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. Reference: APMG Change Management Foundation, Chapter 3 – Individual Change, Bridges’ Transition Model section.

Question 7

Which action, taken as part of the four-step emergent change process, addresses the current consequences of the change not yet being a reality?

Accepted Answer

D

Explanation: The four-step emergent change process is a tool to facilitate change that emerges from within an organization, rather than being imposed from outside. The four steps are: Capture what people are experiencing in the present state Identify what people are experiencing once the changes are complete Create a vision statement that captures the desired future state Develop a route-map for implementing the required changes Therefore, the action that addresses the current consequences of the change not yet being a reality is to capture what people are experiencing in the present state. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %2022%20-%20v1.0.pdf (page 11)

Question 8

Which of the following statements about the change severity assessment ‘environment’ impact are
true?
The amount of other activity happening at the same time as the charge is a factor
The common values and behaviors in the organization is a factor.

Accepted Answer

C

Explanation: The change severity assessment is a tool to evaluate the impact of a change on different dimensions, such as environment, organization, individuals, and project. The environment dimension considers the external and internal factors that affect the change, such as market conditions, competitors, regulations, culture, values, and behaviors. The amount of other activity happening at the same time as the change and the common values and behaviors in the organization are both factors that belong to the environment dimension. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %208%20-%20v1.0.pdf (page 11)

Question 9

According to Honey and Munford, which learning style would team BEST through watching a video showing a new being undertaken in the work environment?

Accepted Answer

C

Explanation: Reflectors are people who prefer to learn by observing and thinking about their experiences. They enjoy taking time to consider new information and ideas and tend to be thoughtful and analytical. Watching a video showing a new being undertaken in the work environment would suit their learning style as they can observe how others do it and reflect on the implications and outcomes. Reference: https://expertprogrammanagement.com/2020/10/honey-and-mumford/ https://www.simplimba.com/honey-and-mumford-model/

Question 10

When building a change delivery scorecard, which of the different views on value are achieved through a measurable increase in sales?

Accepted Answer

A

Explanation: Comprehensive and Detailed In-Depth 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 of change 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. Reference: APMG Change Management Foundation, Chapter 8 – Measuring and Sustaining Change Outcomes, Balanced Scorecard section.

Question 11

Which is a factor used in the 'change formula' (Beckhard and Harris)?

Accepted Answer

A

Explanation: Comprehensive and Detailed In-Depth Explanation: The Beckhard and Harris Change Formula (D x V x F > R) in APMG drives motivation. Only A (Dissatisfaction) is a factor—others are external considerations, not formula components. Reference: APMG Change Management Foundation, Chapter 2 – Change and the Organization, Change Formula section.

Question 12

According to Morgan, what metaphor describes an organization where formal management of change is impossible?

Accepted Answer

A

Explanation: According to Morgan, flux and transformation is a metaphor that describes an organization where formal management of change is impossible because the organization is constantly changing and evolving in response to its environment. This metaphor views organizations as complex adaptive systems that are self-organizing, emergent, and nonlinear. Reference: https://www.mindtools.com/pages/article/newSTR_90.htm https://www.researchgate.net/publication/228163085_Images_of_Organization

Question 13

Which advice is given about managing the ‘complex responsive processes’ that surround emergent change?

Accepted Answer

B

Explanation: Emergent change is a type of change that arises from within an organization, rather than being imposed from outside. Emergent change is influenced by complex responsive processes, which are the patterns of interaction and communication that occur among people in an organization. To manage these processes, change leaders should focus on the main purpose of the change rather than specific events, as this helps to create a shared vision and direction for the change. The other options are not good advice for managing complex responsive processes, as they either ignore, restrict, or overreact to them, which can hinder the emergence and adaptation of the change. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %2032%20-%20v1.0.pdf (page 11)

Question 14

Which of the following statements about the behaviour of effective change managers as agile
practitioners are true?
They should take a single framework and apply it persistently
They should remain resilient, flexible, and willing to learn

Accepted Answer

B

Explanation: Comprehensive and Detailed In-Depth Agile change management, as outlined in the APMG Change Management Foundation, emphasizes adaptability and responsiveness over rigid adherence to a single approach. Statement 1 ("They should take a single framework and apply it persistently") contradicts Agile principles, which advocate for iterative, flexible methods tailored to evolving circumstances rather than a one-size-fits- all framework. Statement 2 ("They should remain resilient, flexible, and willing to learn") aligns perfectly with Agile practitioner behaviours, as resilience supports perseverance through challenges, flexibility enables adaptation to change, and a willingness to learn fosters continuous improvement—all core tenets of Agile methodology. Thus, only Statement 2 is true. Reference: APMG Change Management Foundation, Chapter 5 – Agile and Continuous Change, Agile Practitioner Behaviours section.

Question 15

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

Accepted Answer

B

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.

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