APMG-International Change-Management-Foundation - Change Management Foundation Exam

Bridges model of human transition is a framework that describes how people experience and cope with change. The model consists of three phases: endings, neutral zone, and new beginnings. The endings phase is when people have to let go of the old situation and deal with the loss and uncertainty that comes with change. The recommended management approach to help people through this phase is to concentrate on the emotional content of issues, that is, to acknowledge and address the feelings and reactions that people have, such as anger, denial, or sadness. This can help people to accept the change and move on to the next phase.

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.

Comprehensive and Detailed In-Depth Explanation:

Bruce Tuckman’s Team Development Model, as detailed in the APMG Change Management Foundation, includes five stages: Forming, Storming, Norming, Performing, and Adjourning (originally four, with Adjourning added later). Let’s explore each stage and the question’s focus on moving on with positive closure:

•Forming: The team assembles, focusing on orientation and relationship-building. Achievements are minimal, and there’s no sense of closure yet.

•Storming: Conflict and competition emerge as members assert roles. This stage is about resolving tensions, not completing tasks or moving on.

•Performing: The team works effectively toward goals, achieving results. While successful, the focus is on ongoing performance, not disbanding or reflecting on completion.

•Adjourning: The team disbands after achieving its purpose, reflecting on accomplishments and transitioning to new endeavors. This stage, also called Mourning, involves closure, celebration, and a positive sense of moving forward—exactly what the question describes.

For example, a project team completing a software rollout might celebrate their success in Adjourning, feeling good about deliverables before starting new projects. The APMG framework notes Adjourning as the stage where teams wrap up, often with pride and readiness for what’s next, making Option D the clear answer.

According to the Change Management Institute’s Change Management Roles Model, there are four main roles in change: Idea-Generator, Sponsor, Change Agent, and Target. Line Management is a sub-role of Change Agent, which is the role that promotes an idea to potential Sponsors and implements the change once it is approved. Line Management tests thinking and advises on effective delivery of change, as well as supports and coaches staff through the change. The other options are not descriptions of the role of Line Management, but rather of other roles or activities in the change process.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2021%20-%20v1.0.pdf (page 11)

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%209%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth Explanation:

The APMG Change Management Foundation incorporates neuroscience, specifically David Rock’s SCARF model, which identifies five domains driving brain responses: Status, Certainty, Autonomy, Relatedness, and Fairness. Certainty refers to the brain’s preference for predictability and stability. Option A ("Change delivered in small stages") rewards this need by breaking change into manageable, predictable steps, reducing uncertainty and threat responses. Option B enhances Autonomy, Option C boosts Relatedness, and Option D elevates Status—none directly address Certainty as effectively as staged delivery.

Comprehensive and Detailed In-Depth Explanation:

Helping individuals navigate the change curve requires understanding and addressing their emotional responses, as outlined in the APMG Change Management Foundation. Active listening (Option D) is the most relevant skill, as it involves empathetically hearing concerns, validating feelings, and providing support—crucial for guiding people through stages like frustration or depression. Time management (A) aids planning, Negotiation (B) resolves conflicts, and Decision making (C) sets direction, but none directly address the emotional support needed for the change curve as effectively as active listening.

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.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%208%20-%20v1.0.pdf (page 11)

Mayfield’s stakeholder radar technique identifies four levels of engagement for stakeholders: required, desired, actual, and planned. The required level of engagement is the minimum level that is necessary for the stakeholder to support the change or at least not resist it.References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%202%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth Explanation:

Neuroscience insights in the APMG Change Management Foundation highlight how the brain learns during change. Statement 1 ("Following moments of insight, offer supportive feedback") is true, as research (e.g., Rock’s AGES model) shows that reinforcing insights with feedback strengthens neural pathways, aiding learning. Statement 2 ("Positive informative talks from experts") lacks specific neuroscience backing in this context; while informative, it’s not highlighted as a key learning enhancer compared to feedback after insight. Thus, only Statement 1 is true.