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NEW QUESTION # 53
What step in Kotter's model for planning and leading organizational change focuses on setting up the leadership team to drive the change?
Answer: C
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%2033%20-%20v1.0.pdf (page 11)
NEW QUESTION # 54
Which of the following statements about diverse teams are true?
1.Quicker to make decisions than teams of 'similars'
2.Members understand each other immediately
Answer: C
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The APMG Change Management Foundation materials discuss diverse teams in the context of team dynamics and effectiveness. Statement 1 ("Quicker to make decisions than teams of 'similars'") is false because diverse teams, while often more creative and thorough, typically take longer to reach decisions due to differing perspectives requiring reconciliation. Statement 2 ("Members understand each other immediately") is also false, as diversity in backgrounds, experiences, and viewpoints often leads to initial misunderstandings that require time and effort to overcome. Diverse teams excel in innovation and problem-solving but not in speed or instant mutual understanding, making neither statement true.
NEW QUESTION # 55
According to Schein, which approach would decrease learning anxiety?
Answer: B
Explanation:
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)
NEW QUESTION # 56
What stage immediately follows the reflective observation' stage, described in Kolb's learning cycle?
Answer: B
Explanation:
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)
NEW QUESTION # 57
Social neuroscience summarizes 5 brain processes involved in social situations using the mnemonic SCARF.
What does the F represent?
Answer: B
Explanation:
Comprehensive and Detailed In-Depth Explanation:
The SCARF model, developed by David Rock and integrated into the APMG Change Management Foundation, describes five domains influencing brain responses in social contexts: Status, Certainty, Autonomy, Relatedness, and Fairness. The "F" stands for Fairness (Option A), which reflects the brain's sensitivity to equitable treatment. Faith (B), Fear (C), and Fight (D) are not part of the SCARF model, making Fairness the correct answer aligned with neuroscience principles in change management.
NEW QUESTION # 58
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