無料で使えるChange-Management-Foundation試験ブレーン問題集認定ガイド問題と解答
Change-Management-Foundation認定概要最新のChange-Management-FoundationのPDF問題集
質問 # 17
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. An increased risk that people will feel change is being imposed
- B. Lack of an emotional connection to how things work now.
- C. They may not devote oftheir time to the change
- D. Too much knowledge of how things work and terminology used
正解：A
解説：
Explanation
Making or marketing an external appointment to a change team is a decision that can have advantages and disadvantages for an organization. One possible disadvantage is that it can increase the risk that people will feel change is being imposed by outsiders who do not understand or care about their situation or needs. This can lead to resentment, resistance, or distrust among the staff or stakeholders affected by the change.
Therefore, option A is the best example of a disadvantage of making or marketing an external appointment to a change team. The other options are not disadvantages, as they either imply advantages or are not related to making or marketing an external appointment. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 18
When comparing 'lean' and 'rich' communication channels, which of the following statements about a 'rich' communication channelistrue?
A 'rich' channel allows for conversation a quick response, and the chance for interaction.
A 'rich' channel conveys non-verbal cues, suchas emotion and feelings, tone or gestures.
- A. Only 2 is true
- B. Both 1 and 2 are true
- C. Only 1 is true
- D. Neither 1 or 2 is true
正解：B
解説：
Explanation
Communication channels can be classified as lean or rich, depending on the amount and quality of information they can convey. A rich communication channel allows for conversation, a quick response, and the chance for interaction, as well as conveys non-verbal cues, such as emotion and feelings, tone or gestures. Examples of rich communication channels are face-to-face meetings, video calls, or phone calls. Therefore, both statements
1 and 2 are true. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 19
Which advantage relates to using a Persona to understand a stakeholder group?
- A. Facilities more creative and innovative thinking amongst members of this stakeholder group
- B. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
- C. Allow tracking of how the members of this stakeholder group performance against their objectives
- D. Enable a better understanding of the level of influence this stakeholder group has in the organization
正解：B
解説：
Explanation
A Persona is a fictional representation of a typical member of a stakeholder group, based on real data and insights. A Persona can help to understand the needs, goals, motivations, and challenges of a stakeholder group, as well as their attitudes and behaviors towards a change. One advantage of using a Persona is that it allows checking of proposed solutions against this Persona to ensure solutions provide what is needed and address any potential issues or concerns.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/personas.htm
質問 # 20
According to Glaser and Glaser, which element of team effectives enables team members to help each other address challenges?
- A. Team mission, planning and goal setting.
- B. Team inter-personal relationships
- C. Team operating processes
- D. Team roles
正解：B
解説：
Explanation
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 (page 11)
質問 # 21
When holding a facilitated workshop to identify stakeholders for a change, which technique is the MOST useful for capturing this information?
- A. Empathay maps
- B. Stakeholder Radar
- C. Personas
- D. Mindmapping
正解：D
解説：
Explanation
Mindmapping is a technique that is most useful for capturing information when holding a facilitated workshop to identify stakeholders for a change. Mindmapping is a visual way of organizing and presenting information that allows participants to brainstorm ideas, identify connections, and group similar stakeholders together.
Mindmapping can help to create a comprehensive and clear picture of all the stakeholders involved in a change initiative.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/newISS_01.htm
質問 # 22
Which action is an appropriate change management response to people in the early stages of a change cure?
- A. Delaycommunication until all the details are known
- B. Be clear about the losses that people will experience
- C. Accept that everyone will eventually work their way through the curve
- D. Interpret emotions as evidence of poor change management
正解：B
解説：
Explanation
The change curve is a model that describes the typical emotional stages that people go through when they face a change. The early stages of the change curve are characterized by shock, denial, anger, and frustration. To help people through these stages, change leaders should be clear about the losses that people will experience and acknowledge their feelings and concerns. The other options are not appropriate responses, as they would either ignore or dismiss people's emotions or create more uncertainty and confusion. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 23
Which of the following statements about the concept of extinction in behavioral learning are true?
Extinction happens when rewards for a certainbehaviorare withdrawn
Reconditioning behavior after extinction takes as long as it did before extinction
- A. Only 2 is true
- B. Both 1 and 2 are true
- C. Neither 1 or 2 is true
- D. Only 1 is true
正解：D
解説：
Explanation
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 (page 11)
質問 # 24
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?
- A. The probability of unintended consequences affecting a stakeholder group
- B. The proportion of a given stakeholder group that are impacted by a change
- C. The number of change initiatives affecting a specific stakeholder category
- D. The number of change agents required to support the change
正解：B
解説：
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
質問 # 25
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?
- A. The probability of unintended consequences affecting a stakeholder group
- B. The proportion of a given stakeholder group that are impacted by a change
- C. The number of change initiatives affecting a specific stakeholder category
- D. The number of change agents required to support the change
正解：B
解説：
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
質問 # 26
Which is a desired characteristic of a vision statement for a change?
- A. Sets out several promises that may be hard to measure
- B. Lists all the activities needed to achieve the changes
- C. It is veritable so its achievement can be confirmed
- D. Explains the future organization structure in detail
正解：C
解説：
Explanation
A vision statement for a change is a concise and compelling description of the desired future state that the change aims to achieve. A vision statement should have several characteristics, such as being clear, inspiring, realistic, and verifiable. Being verifiable means that the vision statement can be measured and confirmed when it is achieved. The other options are not desired characteristics of a vision statement, as they are either too detailed, vague, or irrelevant. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 27
When change takes a long time to embed, which is the MOST likely stakeholder response that may affect its momentum?
- A. Redefine the changes to suite then better
- B. Complain to senior management that change is being badly managed
- C. Change work priorities to devote more time to change
- D. Withdraw attraction and focus on day to day tasks
正解：D
解説：
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)
質問 # 28
Which is an engagement level of Mayfield's stakeholder radar technique?
- A. Must have
- B. Required
- C. Ideal
- D. Vital
正解：B
解説：
Explanation
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 (page 11)
質問 # 29
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?
- A. Generating short-term wins
- B. Communicating the change vision
- C. Empowering employees for broad-based action
- D. Creating the guiding coalition
正解：D
解説：
Explanation
Kotter's model for planning and leading organizational change is an eight-step model that describes how to initiate and sustain a successful change. The eight steps are:
* Establishing a sense of urgency
* Creating the guiding coalition
* Developing a vision and strategy
* Communicating the change vision
* Empowering employees for broad-based action
* Generating short-term wins
* Consolidating gains and producing more change
* Anchoring new approaches in the culture
Therefore, the step that focuses on setting up the leadership team to drive the change is creating the guiding coalition. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 30
Which advice is given about managing the 'complexresponsive processes' that surround emergent change?
- A. Focus on the main purpose of the change father than specific events
- B. Restrict communications about change to only those who need to know
- C. He prepared to spend time addressing every specific issue that anses
- D. Ignore any 'unofficial' discussions between managers and staff
正解：A
解説：
Explanation
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 (page 11)
質問 # 31
Which action is a suitable response when resistance to change is shown through sabotage?
- A. Allocate important change tasks to the saboteurs
- B. Ensure saboteurs are excluded from any involvement with the change
- C. Ignore the saboteurs and hope that people will NOT be influenced
- D. Accept that deliberate attempts to undermine change are inevitable
正解：A
解説：
Explanation
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 (page 11)
質問 # 32
Which MNTIpreference is characterized by being spontaneous and disliking detailed plans?
- A. Perceiving
- B. Introvert
- C. Feeling
- D. Intuition
正解：A
解説：
Explanation
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 (page 11)
質問 # 33
According to Herzberg's research, which factor leads to high job satisfaction?
- A. Responsibility
- B. Salary
- C. Security
- D. Working conditions
正解：A
解説：
Explanation
According to Herzberg's research, job satisfaction and dissatisfaction are influenced by two different sets of factors: motivators and hygiene factors. Motivators are factors that lead to high job satisfaction and motivation, such as achievement, recognition, responsibility, advancement, and growth. Hygiene factors are factors that do not cause satisfaction, but can cause dissatisfaction if they are absent or inadequate, such as working conditions, salary, security, and supervision. Therefore, responsibility is a motivator that leads to high job satisfaction. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 34
When starting to identify the impacts of a change initiative, which description BEST fits one of the recommended key inputs?
- A. The planned frequency of staff engagement surveys
- B. An assessment of where people are on the change curve
- C. An organization chart showing senior positions in the new structure
- D. A statement of the differences between the current and future states
正解：D
解説：
Explanation
When starting to identify the impacts of a change initiative, one of the recommended key inputs is a statement of the differences between the current and future states. This helps to define the scope, scale, and nature of the change, as well as the gaps and opportunities that need to be addressed. The other options are not key inputs for identifying the impacts of a change initiative, but rather outcomes or activities of other processes or stages in the change process. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 35
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