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Change-Management-Foundationブレーン問題集でリアル試験最新問題2023年10月20日には52問題
質問 # 12
According to Honey and Munford, which learning style would team BEST through watching a video showinga new being undertaken in the work environment?
- A. Refector
- B. Progmalist
- C. Activist
- D. Theorist
正解：A
解説：
Explanation
Reflectors are people who prefer to learn by observing and thinking about their experiences. They enjoy taking time to consider new information and ideas and tend to be thoughtful and analytical. Watching a video showing a new being undertaken in the work environment would suit their learning style as they can observe how others do it and reflect on the implications and outcomes.
References:
* https://expertprogrammanagement.com/2020/10/honey-and-mumford/
* https://www.simplimba.com/honey-and-mumford-model/
質問 # 13
Which is the BEST example of a disadvantage to an organization of making or marketing an external appointment to a change learn?
- A. Too much knowledge of how things work and terminology used
- B. They may not devote oftheir time to the change
- C. An increased risk that people will feel change is being imposed
- D. Lack of an emotional connection to how things work now.
正解：C
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 # 14
According to Morgan, what metaphor describes an organization where formal management of change is impossible?
- A. Machines
- B. Political systems
- C. Brains
- D. Flux and transformation
正解：D
解説：
Explanation
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.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization
質問 # 15
According to theBechard and Harris change formula' which response will increase an individual's dissatisfaction with the status quo?
- A. Communicate the danger of inaction
- B. Focus on the benefits of the change
- C. Amend performance targets during the change
- D. Clarify the steps users need to take
正解：A
解説：
Explanation
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.
質問 # 16
Which management approach is recommended to help people through the'endings'phase of Bridges model of human transition?
- A. Encourage people to turn their backs on the past
- B. Look for quick successes to announce
- C. Concentrate on the emotional content of issues
- D. Be clear about the scope of the change
正解：C
解説：
Explanation
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.
References:
* https://www.mindtools.com/pages/article/bridges-transition-model.htm
* https://www.wmbridges.com/about/what-is-transition/
質問 # 17
Which statement about Senge's system thinking model is correct?
- A. Leadership support is NOT required in the systems thinking model
- B. Change can beplanned and implemented using an eight-stage model
- C. Change must e driven primary by senior sponsors
- D. Processes in organizations can either support or limit the effectiveness of change
正解：D
解説：
Explanation
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 (page 11)
質問 # 18
Which item should be included within the communication plan?
- A. How the results of a communication activity will be monitored and evaluated
- B. The reasons behind change initiative and the priorities for implementation
- C. The expected benefits of implementing a change
- D. Details on what preparations have the completed prior to a change
正解：A
解説：
Explanation
A communication plan is a document that outlines the objectives, strategies, tactics, channels, audiences, messages, and metrics for communicating about a change initiative. One of the essential items that should be included in a communication plan is how the results of a communication activity will be monitored and evaluated. This involves defining the criteria and methods for measuring the effectiveness and impact of the communication activities, such as feedback surveys, focus groups, analytics, or indicators of awareness, understanding, and support for the change.
References:
* https://www.yourthoughtpartner.com/blog/change-management-communication
* https://www.prosci.com/resources/articles/communications-checklist-for-change-management
質問 # 19
Which is a desired characteristic of a vision statement for a change?
- A. Lists all the activities needed to achieve the changes
- B. Sets out several promises that may be hard to measure
- 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 # 20
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. Only 1 is true
- C. Both 1 and 2 are true
- D. Neither 1 or 2 is true
正解：C
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 # 21
According to Morgan, what metaphor applies to an organization that has structured and tightly-controlled processes?
- A. Political systems
- B. Machines
- C. Brains
- D. Flux and transformation
正解：B
解説：
Explanation
According to Morgan, machines is a metaphor that applies to an organization that has structured and tightly-controlled processes. This metaphor views organizations as rational, efficient, and predictable systems that operate according to predefined rules and procedures. This metaphor emphasizes order, stability, hierarchy, and control.
References:
* https://www.mindtools.com/pages/article/newSTR_90.htm
* https://www.researchgate.net/publication/228163085_Images_of_Organization
質問 # 22
Which characteristic can be tracked using Mayfield's stakeholder radar technique?
- A. The changes in roles and responsibilities during engagement
- B. Change in the stakeholder's engagement needs and domain
- C. The interest that a stakeholder has in a change through its life.
- D. The power/influence that a stakeholder has in a change throughout its lite
正解：B
解説：
Explanation
Mayfield's stakeholder radar technique is a tool that helps to monitor and manage stakeholders throughout the life cycle of a change initiative. The technique involves plotting stakeholders on a radar chart according to four dimensions: engagement needs(how much attention they require), domain (their area of interest or expertise), impact (how much they are affected by the change), and influence (how much they can affect the change). By tracking these dimensions over time, the technique can help to identify changes in the stakeholder's engagement needs and domain, as well as any potential risks or opportunities for engagement.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mayfield.consulting/stakeholder-radar/
質問 # 23
Which item is one of Mayfield's seven principles of stakeholder engagement?
- A. Different levels of engagement are required depending on where people are along the change journey
- B. Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
- C. Poorly facilitated meetings on NOT achieve their outcomes and waste people's time
- D. Continually look at the big picture and the long term to make sure the change sticks
正解：B
解説：
Explanation
Mayfield's seven principles of stakeholder engagement are:
* Engagement is a two-way process
* Identification is a continuous practice -new stakeholders emerge during a change old ones can fade away
* Different levels of engagement are required depending on where people are along the change journey
* Engagement requires empathy -understanding what matters most to stakeholders
* Engagement requires authenticity -being honest about what can be influenced
* Engagement requires creativity -finding ways to involve stakeholders in meaningful ways
* Engagement requires courage -being prepared to have difficult conversations Therefore, option B is one of Mayfield's seven principles of stakeholder engagement. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 24
Which of the following statement about communication approaches that encourage engagement during change are true?
It is helpful to delay communication until all the information is avoiding the risk of misleading people with insufficient data.
An external communications agency should be asked to relay messages when dealing with a difficult change.
- A. Only 1 is true
- B. Neither 1 or 2 is true
- C. Both 1 and 2 are true
- D. Only 2 is the true
正解：B
解説：
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)
質問 # 25
Which reason explains why it is helpful to segment stakeholders?
- A. It highlights the level of influence and interest stakeholders have in the planned change
- B. Enables different approaches and analysis techniques to be used with different stakeholder groups
- C. Identities individuals or groups who are resisting change
- D. Helps identify the organization's culture for scoping appropriate engagement
正解：B
解説：
Explanation
Segmenting stakeholders is the process of dividing them into groups based on common characteristics, such as roles, interests, needs, expectations, or attitudes towards the change. One reason why it is helpful to segment stakeholders is that it enables different approaches and analysis techniques to be used with different stakeholder groups. For example, segmenting stakeholders can help to tailor communication messages and channels to suit each group's preferences and concerns, or to apply different engagement strategies and tactics to address each group's level of influence and impact.
References:
* https://apmg-international.com/files/document/change-management-foundation-online-brochure
* https://www.mindtools.com/pages/article/newPPM_07.htm
質問 # 26
Which approach to fostering engagement and collaboration represents best practice for getting the MOST from social channelsduring change?
- A. Make clear to people what is considered acceptable use of social media
- B. Allow people to evolve local rules on how to use social media
- C. Encourage individuals to link workplace social media wit external contacts
- D. Encourage people to make unrestricted use of social media
正解：A
解説：
Explanation
Social media is a type of communication channel that allows for online interaction and collaboration among people. Social media can be used to foster engagement and collaboration during change, as it can provide information, feedback, support, and innovation. However, social media also poses some challenges and risks, such as misinformation, distraction, or conflict. Therefore, the best practice for getting the most from social channels during change is to make clear to people what is considered acceptable use of social media, such as the purpose, tone, frequency, and content of the messages. The other options are not best practices, as they either encourage unrestricted or restricted use of social media, which can have negative consequences for the change.
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 of the following is a purpose of creating a change management plan when preparing for change?
- A. Capture of full list of issues to be resolved before change can start
- B. Record a list of all the change risks and the responsive actions required.
- C. Provide a detailed schedule of project and their dependencies
- D. Document the set of typically recurring actions that contribute to change readness'
正解：B
解説：
Explanation
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 (page 11)
質問 # 29
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?
- A. Practical experimentation
- B. Abstract conceptualization
- C. No other stage follows reflective observation
- D. Concrete experience
正解：B
解説：
Explanation
Kolb's learning cycle is a model that describes how people learn from experience. The model consists of four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation.
Concrete experience is when people have a direct involvement in a situation or activity. Reflective observation is when people review and reflect on what they have done and observed. Abstract conceptualization is when people draw conclusions and form generalizations from their reflections. Active experimentation is when people apply their learning to new situations or modify their behavior accordingly. Therefore, the stage that immediately follows the reflective observation stage is abstract conceptualization. References:
https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper (page 11)
質問 # 30
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