Explanation
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. Idea-Generator is the role that identifies the need for change and proposes a solution. Sponsor is the role that authorizes and funds the change. Change Agent is the role that promotes an idea to potential Sponsors and implements the change once it is approved.
Target is the role that is affected bythe change and needs to adopt new behaviors or ways of working.
References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert.References: https://apmg-international.com/sites/default/files/Change%
20Management%20Foundation%20Sample%20Paper%2011%20-%20v1.0.pdf (page 11)

Explanation
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 (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.

Comprehensive and Detailed In-Depth Explanation:
The ‘change curve’ (based on Kubler-Ross’s model) describes emotional stages individuals experience during change: shock, denial, frustration, depression, experiment, decision, and integration. The APMG Change Management Foundation stresses proactive support to guide people through these stages effectively. Option A (“Actively involve line managers in listening and providing support”) is recommended because line managers are well-positioned to offer personalized support, listen to concerns, and help staff navigate emotions-key to moving through the curve. Option B misinterprets negative emotions as a management failure rather than a natural response, Option C isolates individuals, and Option D is passive and unsupported by the framework.

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)

Explanation
When assessing the severity of change impacts during a stakeholder impact assessment, one of the criteria that can be used is the coverage of impact. The coverage of impact refers to the proportion of a given stakeholder group that are impacted by a change. For example, if a change affects 80% of the employees in a department, the coverage of impact is high. The other options are not criteria for assessing the severity of change impacts, but rather factors or outcomes of other processes or activities in the change process

Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation recognizes that change impacts extend beyond financial costs, including non-monetary factors. A “productivity dip” (Option A) refers to the temporary reduction in output or efficiency during a transition, such as when staff are trained on new systems, directly matching the scenario described. Safety & Wellbeing (B) relates to health risks, Reputational (C) to publicperception, and Opportunity (D) to missed alternatives-none of which describe training downtime as precisely as a productivity dip, a common metric in change impact assessments.

Explanation
According to Schein, learning anxiety is the fear or discomfort that people experience when they are asked to learn something new or change their behavior. To decrease learning anxiety, change leaders should create psychological safety, which is the sense of trust and support that people feel when they are learning or changing. One way to create psychological safety is to encourage staff to try new things and experiment without fear of failure or punishment. The other options would increase learning anxiety, as they would create more pressure, stress, and negativity for the staff. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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

According to Schein, learning anxiety is the fear or discomfort that people experience when they are asked to learn something new or change their behavior. To decrease learning anxiety, change leaders should create psychological safety, which is the sense of trust and support that people feel when they are learning or changing. One way to create psychological safety is to encourage staff to try new things and experiment without fear of failure or punishment. The other options would increase learning anxiety, as they would create more pressure, stress, and negativity for the staff.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%206%20-%20v1.0.pdf (page 11)

Explanation
When assessing the severity of change impacts during a stakeholder impact assessment, one of the criteria that can be used is the coverage of impact. The coverage of impact refers to the proportion of a given stakeholder group that are impacted by a change. For example, if a change affects 80% of the employees in a department, the coverage of impact is high. The other options are not criteria for assessing the severity of change impacts, but rather factors or outcomes of other processes or activities in the change process

Explanation
Lewin’s force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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.

One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities.References: https://apmg- international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%205%20-
%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth Explanation:
Change management’s role in benefits realization is a critical theme in the APMG Change Management Foundation, focusing on enabling people to adopt and optimize change. Let’s explore each option in depth:
*Option A: “Encourages users to make the best use of the new situation” – This is correct. Change management ensures benefits by preparing, supporting, and motivating people to embrace and maximize the change. For example, training staff on a new CRM system ensures they use its features effectively, driving benefits like increased sales. The framework defines this as change management’s primary contribution:
aligning human behavior with intended outcomes.
*Option B: “Ensures dis-benefits are avoided” – While change management mitigates risks (e.g., resistance), avoiding dis-benefits entirely is not its core focus or guarantee. This is more a project management responsibility, making this incorrect.
*Option C: “Provides ultimate accountability for the benefits of a change” – Accountability lies with sponsors or business owners, not change management, which supports rather than owns benefits realization. This is false per the APMG roles delineation.
*Option D: “Produces all of the outcomes required to deliver benefits” – Change management influences adoption but doesn’t produce all outcomes (e.g., technical delivery), which involves other disciplines. This overstates its scope.
Option A aligns with the APMG emphasis on adoption and utilization as the bridge between change delivery and benefits, making it the most accurate answer.

Explanation
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 (page 11)

Explanation
Two-way communication is a type of communication that allows for feedback, interaction, and dialogue between the sender and the receiver. Two-way communication is useful for engaging stakeholders, building trust and rapport, clarifying expectations, and resolving issues. Two-way communication encourages and increases people’s motivation to interact to find out more, as they feel valued and involved in the change.
Therefore, statement 2 is true. However, two-way communication is not useful for getting important information out quickly to large groups of people, as it can be time-consuming, complex, and inconsistent. For this purpose, one-way communication, such as newsletters, emails, or announcements, may be more suitable.
Therefore, statement 1 is not true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)

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