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APMG-International Change Management Foundation Exam Sample Questions (Q47-Q52):
NEW QUESTION # 47
What is the purpose of documenting the 'Measurement methodology' in a change communication strategy?
Answer: C
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The Measurement methodology in APMG evaluates communication success (e.g., awareness levels via surveys), ensuring it meets goals. Option A fits; others misalign.
NEW QUESTION # 48
Social neuroscience summarizes 5 brain processes involved in social situations using the mnemonic SCARF.
What does the F represent?
Answer: A
Explanation:
Comprehensive and Detailed In-Depth Explanation:
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.
NEW QUESTION # 49
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?
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.
NEW QUESTION # 50
Which characteristic can be tracked using Mayfield's stakeholder radar technique?
Answer: D
Explanation:
Mayfield's stakeholder radar technique is a tool that helps to monitor and manage stakeholders throughout the life cycle of a change initiative. The technique involves plotting stakeholders on a radar chart according to four dimensions: engagement needs (how much attention they require), domain (their area of interest or expertise), impact (how much they are affected by the change), and influence (how much they can affect the change). By tracking these dimensions over time, the technique can help to identify changes in the stakeholder's engagement needs and domain, as well as any potential risks or opportunities for engagement.
NEW QUESTION # 51
According to Pink, which three factors are key motivators for "knowledge work"?
Answer: B
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 # 52
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