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APMG-International Change-Management-Foundation Prüfungsplan:

Thema	Einzelheiten
Thema 1	Organizational Culture and Change: This section covers the understanding of organizational culture, the impact of culture on change initiatives, and cultural change.
Thema 2	Change Management Planning: This section covers creating a change management plan, integrating change management with project management, and resource allocation for change initiatives.
Thema 3	communication methods and channels, and effective messaging for different stakeholder groups.
Thema 4	Introduction to Change Management: ThiLewin's 3-Stage Model, Kotter's 8-Step Process, ADKAR Model, s section covers the definition and importance of change management, types of organizational change, and the role of change managers.
Thema 5	Change Management Models and Theories: This section discusses and Kübler-Ross Change Curve.

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APMG-International Change Management Foundation Exam Change-Management-Foundation Prüfungsfragen mit Lösungen (Q49-Q54):

49. Frage
Which statement describes 'confirmation bias'?

A. People allow their ideas to be shaped by what most other people are starting to believe
B. People pay most attention to facts agree with their current opinions
C. People assume that information that is easy to access will be the most important
D. People like continuity and find ways to avoid change

Antwort: D

Begründung:
Confirmation bias is a cognitive bias that causes people to pay more attention to facts that agree with their current opinions and ignore or discount facts that contradict them. Confirmation bias can affect how people perceive, interpret, and remember information, as well as how they make decisions and judgments.
Confirmation bias can hinder learning and change, as people may resist or reject new information that challenges their existing beliefs or assumptions.

50. Frage
Which advice is given about managing the 'complexresponsive processes' that surround emergent change?

A. He prepared to spend time addressing every specific issue that anses
B. Ignore any 'unofficial' discussions between managers and staff
C. Focus on the main purpose of the change father than specific events
D. Restrict communications about change to only those who need to know

Antwort: C

Begründung:
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)

51. Frage
According to Tiompenaars and harronden-Turner, which example is a level three basic assumption' expression of culture?

A. The team motto is 'to deliver excellent service'
B. The required behaviors are set out in the employee's guide
C. Meeting customer need is more important than profit
D. Senior management grades are entitled to 'executive' chairs

Antwort: B

Begründung:
According to Trompenaars and Hampden-Turner, culture can be expressed at three levels: artifacts, values, and basic assumptions. Artifacts are the visible and tangible manifestations of culture, such as symbols, rituals, and heroes. Values are the shared beliefs and preferences that guide behavior and decision making.
Basic assumptions are the unconscious and taken-for-granted beliefs that underlie values and artifacts.
Meeting customer need is more important than profit is an example of a basic assumption, as it reflects a deep- rooted belief that influences the values and artifacts of the organization. The other options are examples of artifacts or values, not basic assumptions.References: https://apmg-international.com/sites/default/files
/Change%20Management%20Foundation%20Sample%20Paper%207%20-%20v1.0.pdf (page 11)

52. Frage
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?

A. Practical experimentation
B. Abstract conceptualization
C. Concrete experience
D. No other stage follows reflective observation

Antwort: B

Begründung:
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%2025%20-%20v1.0.pdf (page 11)

53. Frage
Why is it appropriate to give Line Leaders privileged access to the thinking behind a change?

A. Their authorization is needed to progress
B. They may block change if not fully engaged
C. Everyone should see this information
D. They have seniority within the organization

Antwort: B

Begründung:
Comprehensive and Detailed In-Depth Explanation:
Line Leaders, as frontline managers, play a critical role in implementing change locally, according to the APMG Change Management Foundation. Option D ("They may block change if not fully engaged") is correct because Line Leaders can resist or undermine change if they don't understand or buy into its rationale.
Providing them privileged access to the "why" behind the change ensures alignment, reduces resistance, and equips them to support their teams effectively. Options A and B overstate their formal authority, and Option C contradicts the targeted engagement strategy for key roles.

54. Frage
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