APMG-International Change-Management-Foundation Dumps Questions Answers

Comprehensive and Detailed In-Depth Explanation:

The APMG Change Management Foundation integrates neuroscience to explain resistance, including factors like those listed. A fixed mindset (per Carol Dweck) resists growth or change, believing abilities are static. Let’s analyze each option in this context:

•Option A: "Routine seeking" – This reflects a preference for familiarity, a common resistance trigger (e.g., preferring old processes). While linked to comfort, it’s not inherently a fixed mindset but a behavioral tendency, so it’s not the best fit.

•Option B: "Emotional reaction to forced change" – This is a threat response (e.g., fear from SCARF’s Certainty domain), driving resistance emotionally. It’s situational, not a mindset, making it incorrect.

•Option C: "Cognitive rigidity" – This is the correct answer. Cognitive rigidity is the inability or unwillingness to adapt thinking, a hallmark of a fixed mindset. For example, someone insisting “This is how we’ve always done it” resists new learning, aligning with neuroscience on inflexible neural patterns and the APMG’s focus on mindset barriers.

•Option D: "Short-term focus" – This prioritizes immediate results over long-term gains, a resistance factor, but it’s a strategic choice, not a fixed mindset.

Option C best exemplifies a fixed mindset, as it directly ties to the neuroscience of entrenched thinking patterns that hinder change acceptance, a key resistance driver in the framework.

Comprehensive and Detailed In-Depth Explanation:

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.

Comprehensive and Detailed In-Depth Explanation:

The Beckhard and Harris Change Formula, expressed as D x V x F > R (Dissatisfaction with the status quo × Vision of the future × First steps > Resistance), is a cornerstone of the APMG Change Management Foundation for understanding motivation for change. Let’s dissect the formula and evaluate each option in detail:

•D (Dissatisfaction): This factor reflects discontent with the current state, pushing individuals toward change.

•V (Vision): This is the desirability of the future state—what makes the change appealing or worthwhile.

•F (First Steps): This involves practical, actionable steps to initiate change, reducing uncertainty.

•R (Resistance): The natural opposition to change that must be overcome.

The question asks what increases the desirability of the proposed change, which directly ties to the V (Vision) component. Option A ("Focus on the benefits of the change") aligns perfectly with this, as highlighting benefits (e.g., improved efficiency, better work-life balance, or career growth) makes the end state more attractive to individuals. For example, if a company introduces a new CRM system, emphasizing how it saves time and boosts sales commissions enhances the vision’s appeal.

•Option B ("Communicate the 'burning platform'") increases Dissatisfaction (D) by emphasizing the urgency or negative consequences of not changing (e.g., "We’ll lose market share if we don’t act"). While critical, it doesn’t directly enhance desirability of the future state.

•Option C ("Clarify the steps users need to take") supports First Steps (F) by providing a roadmap, reducing fear of the unknown, but it doesn’t inherently make the change more desirable.

•Option D ("Put mitigations in place to reduce risk") lowers Resistance (R) by addressing concerns, yet it’s a defensive measure rather than a proactive enhancement of desirability.

Thus, Option A is the correct answer, as it directly strengthens the Vision factor, making the change emotionally and rationally compelling to individuals. The APMG framework underscores that a clear, positive vision is essential to motivate people beyond mere necessity.