Pass the APMG-International Change Management Change-Management-Foundation Questions and answers with CertsForce

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%2028%20-%20v1.0.pdf (page 11)

Extinction is a concept in behavioral learning that describes what happens when rewards for a certain behavior are withdrawn. This can lead to the behavior being reduced or eliminated over time. However, reconditioning behavior after extinction does not take as long as it did before extinction, as there is still some memory or association of the behavior and the reward.Therefore, only statement 1 is true. References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2013%20-%20v1.0.pdf (page 11)

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.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2032%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth Explanation:

The definition provided in the question matches the APMG Change Management Foundation’s description of Engagement, which is the process of involving employees and stakeholders in change initiatives to build commitment and ownership. Engagement is a deliberate strategy to enhance participation and support, distinguishing it from roles like Change Agent (an individual facilitating change), Sponsor (a senior leader championing change), or Line Leader (a manager implementing change locally). The focus on "increasing involvement" aligns directly with Engagement as a foundational concept in stakeholder management.

Senge’s system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge’s model.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%204%20-%20v1.0.pdf (page 11)

Communication approaches that encourage engagement during change should be timely, transparent, honest, consistent, and two-way. It is not helpful to delay communication until all the information is available, as this can create uncertainty and anxiety among stakeholders. It is also not advisable to use an external communications agency to relay messages when dealing with a difficult change, as this can undermine trust and credibility of the change leaders.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%201%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth Explanation:

In Agile methodology, as covered in the APMG Change Management Foundation, Timeboxes (Option B), also known as sprints in Scrum, are fixed time periods (e.g., 2–4 weeks) during which specific objectives or deliverables are completed. This structured approach ensures focus and progress. Minimum viable product (A) refers to a basic product version, Full transparency (C) to open communication, and Focus on frequent delivery (D) to regular outputs—none inherently involve fixed time periods with completed objectives like Timeboxes.

The Beckhard and Harris change formula is a tool to assess the readiness and motivation for change in an organization. The formula states that change will happen when D x V x F > R, where D is dissatisfaction with the status quo, V is vision of the desired future state, F is first steps or action plan for the change, and R is resistance to change. To increase an individual’s dissatisfaction with the status quo, one possible action is to communicate the danger of inaction, such as the risks, threats, or losses that may occur if no change is made. This can create a sense of urgency and need for change among the individual. The other options are not actions that will increase dissatisfaction with the status quo, but rather actions that will address other factors in the formula.

When change takes a long time to embed, stakeholders may lose interest, enthusiasm, or commitment to the change. They may withdraw attention and focus on day to day tasks, as they feel that the change is not relevant, urgent, or beneficial for them. This may affect the momentum and success of the change. Therefore, option B is the most likely stakeholder response that may occur in this situation. The other options are less likely, as they either imply more involvement, effort, or feedback from the stakeholders.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2024%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth Explanation:

Communication in change management, as outlined in the APMG Change Management Foundation, encompasses verbal, non-verbal, and symbolic elements, all critical for engaging stakeholders. This question tests our understanding of these dimensions with a focus on precision and interpretation. Let’s dissect each statement with exhaustive detail, exploring definitions, examples, theoretical roots, and practical implications:

•Statement 1: "Non-verbal communication can be written"

oDefinition and Context: Non-verbal communication traditionally refers to cues conveyed without words—body language (e.g., posture, gestures), facial expressions, tone of voice, and physical actions. The APMG framework aligns with this, emphasizing its role in conveying emotions and intent duringchange (e.g., a leader’s confident demeanor reinforcing a message). Written communication, however, is inherently verbal, as it uses words to express meaning, even if it’s symbolic (e.g., an exclamation mark).

oAnalysis: The statement suggests written forms (e.g., emails, reports) qualify as non-verbal, which contradicts standard communication theory. For instance, a memo announcing a restructure is verbal because it relies on text, though its tone or formatting might imply emotion (e.g., bold text for urgency). Some might argue that emoticons or punctuation are non-verbal, but these are extensions of written language, not standalone non-verbal cues like a nod or frown. The APMG materials don’t classify written communication as non-verbal, reserving that for physical or auditory signals.

oConclusion: False. Non-verbal communication excludes written forms in this context, as it’s defined by absence of linguistic content.

•Statement 2: "Our actions can speak volumes without saying a word"

oDefinition and Context: This aligns with symbolic actions and non-verbal communication in the APMG framework. Actions—like a manager using a new system first—carry meaning beyond words, influencing perceptions and emotions. This is rooted in social psychology (e.g., Bandura’s observational learning), where behaviors model expectations.

oAnalysis: True and strongly supported. For example, during a cultural change to promote collaboration, a leader joining team brainstorming sessions silently signals commitment, “speaking volumes” about priorities. The APMG emphasizes symbolic acts (e.g., Kotter’s short-term wins) as powerful engagement tools, appealing to hearts and minds without verbal explanation. Even subtle actions—like consistent punctuality—reinforce messages non-verbally.

oExample: A CEO discarding old branding materials during a rebrand visually communicates “we’re moving forward,” amplifying the verbal vision.

•Evaluation of Options:

oA (Only 1 true): Incorrect, as Statement 1 is false.

oB (Only 2 true): Correct, as Statement 2 is true and 1 is false.

oC (Both true): Incorrect, due to Statement 1’s inaccuracy.

oD (Neither true): Incorrect, as Statement 2 holds.

•Nuance and Counterargument: One might argue written symbols (e.g., a red “X”) are non-verbal, but in change management, non-verbal is distinct from written artifacts, focusing on observable behavior. The APMG prioritizes this practical distinction.

•Why B: Statement 2 captures the essence of non-verbal influence, a key lever in change communication, while Statement 1 misaligns with foundational definitions.