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APMG-International Change-Management-Foundation 認定試験の出題範囲：
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質問 # 31
Which is a factor used in the 'change formula' (Beckhard and Harris)?
- A. The quality of the leadership
- B. Elapsed time it will take to achieve the change
- C. Expected return on investment and benefits
- D. Level of dissatisfaction with the status quo
正解：D
解説：
Comprehensive and Detailed In-Depth Explanation:
The Beckhard and Harris Change Formula (D x V x F > R) in APMG drives motivation. Only A (Dissatisfaction) is a factor-others are external considerations, not formula components.
質問 # 32
According to Honey and Munford, which learning style would team BEST through watching a video showinga new being undertaken in the work environment?
- A. Activist
- B. Progmalist
- C. Refector
- D. Theorist
正解：C
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 # 33
Which management approach is recommended to help people through the neutral zone' phase of Gridges' model of human transition?
- A. Hold on to established routines wherever possible
- B. Direct feedback through the normal line management processes
- C. Describe this period as an opportunity to learn
- D. Reduce gossip by limiting social occasions at work.
正解：B
解説：
Bridges' model of human transition describes three phases that people go through when they experience change: ending, losing, and letting go; the neutral zone; and the new beginning. The neutral zone is a period of uncertainty, confusion, and anxiety, but also creativity, innovation, and learning. To help people through this phase, change leaders should describe this period as an opportunity to learn new skills, explore new possibilities, and experiment with new solutions. The other options would not help people through this phase, as they would either maintain the status quo, increase gossip and rumors, or limit feedback channels.
References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%
20Sample%20Paper%2010%20-%20v1.0.pdf (page 11)
質問 # 34
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. Identities individuals or groups who are resisting change
- C. Helps identify the organization's culture for scoping appropriate engagement
- D. Enables different approaches and analysis techniques to be used with different stakeholder groups
正解：D
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 # 35
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?
- A. Empowering employees for broad-based action
- B. Communicating the change vision
- C. Generating short-term wins
- 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 # 36
Which advantage relates to using a Persona to understand a stakeholder group?
- A. Allow tracking of how the members of this stakeholder group performance against their objectives
- B. Facilities more creative and innovative thinking amongst members of this stakeholder group
- C. Enable a better understanding of the level of influence this stakeholder group has in the organization
- D. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
正解：D
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 # 37
What kind of power is conveyed by a manager who is admired and respected by their subordinates and seen as a role model?
- A. Reward
- B. Legitimate
- C. Referent
- D. Coercive
正解：C
解説：
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation draws on French and Raven's Five Bases of Power to explain influence in change contexts. Referent power (Option D) arises from admiration, respect, and identification with an individual, often because they are seen as a role model. A manager who is admired and respected fits this description, as their influence stems from personal charisma and positive relationships rather than formal authority. Legitimate power (A) comes from a formal position, Reward power (B) from the ability to give benefits, and Coercive power (C) from punishment-none of which rely on admiration or role-model status.
質問 # 38
Which advantage relates to using a Persona to understand a stakeholder group?
- A. Allow tracking of how the members of this stakeholder group performance against their objectives
- B. Facilities more creative and innovative thinking amongst members of this stakeholder group
- C. Enable a better understanding of the level of influence this stakeholder group has in the organization
- D. Allow checking of proposed solutions against this Persona to ensure solutions provide what is needed
正解：D
解説：
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.
質問 # 39
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?
- A. Staff will be more willing to help achieve the outcomes of change
- B. There will be no effect if senior managers maintain discipline
- C. The likelihood of achieving performance targets reduces.
- D. Additional change agents will be need to be appointed
正解：C
解説：
Explanation
The psychological contract is the unwritten and implicit agreement between an organization and its employees, which defines their mutual expectations and obligations. The psychological contract can be broken when either party fails to fulfill their promises or obligations, such as changing the terms and conditions of employment, reducing the benefits or rewards, or violating the trust or respect. When the psychological contract is broken, it can have negative effects on the organization, such as lower employee engagement, commitment, and loyalty; higher turnover, absenteeism, and grievances; and lower productivity, quality, and innovation. Therefore, one of the effects of breaking the psychological contract is that the likelihood of achieving performance targets reduces. The other options are not effects of breaking the psychological contract, but rather causes or consequences of other factors.
質問 # 40
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?
- A. The number of change agents required to support the change
- B. The probability of unintended consequences affecting a stakeholder group
- C. The number of change initiatives affecting a specific stakeholder category
- D. The proportion of a given stakeholder group that are impacted by a change
正解：C
解説：
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 # 41
According to Tuckman, in what stage of the team development model are team members likely to want to test and challenge assumptions?
- A. Forming
- B. Storming
- C. Adjourning
- D. Performing
正解：B
解説：
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.
質問 # 42
Which skill is MOST relevant to helping people through the change curve?
- A. Decision making
- B. Negotiation
- C. Active listening
- D. Time management
正解：C
解説：
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.
質問 # 43
Which of the key principles for building and maintaining engagement throughout change is demonstrated through sharing information about why change is necessary and when it will take place?
- A. Transparency
- B. Empathy
- C. Connectivity
- D. Inclusivity
正解：A
解説：
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation identifies Transparency as one of four engagement principles (alongside Inclusivity, Connectivity, and Dialogue). Sharing information about "why change is necessary and when it will take place" exemplifies Transparency (Option C), as it involves openly communicating critical details to build trust and clarity. Inclusivity (A) focuses on involving people, Connectivity (B) on linking stakeholders, and Empathy (D) on understanding emotions-none of which directly address the act of sharing information as described.
質問 # 44
According to Schein, which approach would decrease learning anxiety?
- A. Encourage staff to try new things
- B. Reminding the stakeholders of all the times they have failed to change
- C. Penalising staff who make mistakes
- D. Creating a sense that the organization might fail if the change is NOT made.
正解：A
解説：
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)
質問 # 45
According to the brain science of resistance, which of the key neural factors is an example of a fixed mindset?
- A. Emotional reaction to forced change
- B. Cognitive rigidity
- C. Routine seeking
- D. Short-term focus
正解：B
解説：
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.
質問 # 46
Which of the following statements about selecting the appropriate communication channels for a change initiative are true?
1.If the aim is to achieve active engagement then rich communication is essential
2.Leaner channels are suitable where there is little chance of misinterpretation
- A. Both 1 and 2 are true
- B. Only 2 is true
- C. Neither 1 nor 2 is true
- D. Only 1 is true
正解：A
解説：
Comprehensive and Detailed In-Depth Explanation:
Communication channels in APMG vary by richness (e.g., face-to-face) and leanness (e.g., email). Let's evaluate:
*Statement 1: True. Rich channels (e.g., workshops) foster engagement via interaction. For a complex change, APMG recommends this for buy-in.
*Statement 2: True. Lean channels (e.g., memos) work for clear, simple messages (e.g., a date change).
APMG supports this efficiency.
*Why C: Both align with APMG's channel selection principles.
質問 # 47
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