CHANGE-MANAGEMENT-FOUNDATION Practice Questions

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. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper

%2010%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth

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.

Reference: APMG Change Management Foundation, Chapter 6 – People and Change, Tuckman’s

Model section.

Comprehensive and Detailed In-Depth

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.

Reference: APMG Change Management Foundation, Chapter 3 – Individual Change, SCARF Model

section.

Change agent networks are groups of people who act as advocates, champions, or ambassadors for a

change within an organization. They can help to communicate, implement, and sustain the change at

different levels and locations. One of the benefits of using change agent networks is that they help

people keep up to date and involved in the change, as they provide information, feedback, support,

and guidance throughout the change process. The other options are not benefits of using change

agent networks, as they either imply different roles or responsibilities for the change agent networks

or are not relevant to their function. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper

%2029%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth

The APMG Change Management Foundation outlines several change delivery strategies. A Phased

approach (Option B) involves rolling out change gradually across segments (e.g., one department at a

time), allowing controlled implementation and adjustment. This contrasts with Big Bang (A), where

change occurs simultaneously across the organization; Voluntary Adoption (C), where individuals opt-

in; and Many small incremental/iterative releases (D), which involve frequent small updates rather

than departmental phases. The scenario clearly describes a phased rollout.

Reference: APMG Change Management Foundation, Chapter 7 – Change Impact and Options,

Delivery Strategies section.

Comprehensive and Detailed In-Depth

William Bridges’ Transition Model is a key framework in the APMG Change Management Foundation,

distinguishing between change (the external event) and transition (the internal psychological

process). The model has three phases: Ending, Losing, Letting Go; Neutral Zone; and New Beginning.

Let’s evaluate each option with extensive detail:

•

Option A: "The planned actions required to make a change" – This describes the mechanics

of change (e.g., implementing a new system), not transition. Bridges focuses on the human

experience, not logistical steps, so this is incorrect.

•

Option B: "The emotional process of adjusting to a change" – This is the correct definition.

Bridges emphasizes that transition is about how people emotionally and psychologically adapt to

change. For example, when a company relocates, the change is the move, but the transition involves

employees grieving the old office, feeling disoriented, and eventually embracing the new space. The

APMG framework highlights this emotional journey as central to Bridges’ model.

•

Option C: "The time elapsed between letting go of the old and experimenting with new

ways" – This partially aligns with the Neutral Zone phase but is too narrow. Transition encompasses

the entire process (all three phases), not just a time segment, making this incomplete.

•

Option D: "The physical process of adopting new changes" – This again focuses on external

actions (e.g., using new tools), not the internal adjustment Bridges describes, so it’s incorrect.

Option B captures the essence of Bridges’ model: transition is an emotional, human-centered

process, distinct from the tangible aspects of change. The APMG materials use this to explain why

managing feelings—like resistance or hope—is critical during change initiatives.

Reference: APMG Change Management Foundation, Chapter 3 – Individual Change, Bridges’

Transition Model section.

The four-step emergent change process is a tool to facilitate change that emerges from within an

organization, rather than being imposed from outside. The four steps are:

Capture what people are experiencing in the present state

Identify what people are experiencing once the changes are complete

Create a vision statement that captures the desired future state

Develop a route-map for implementing the required changes

Therefore, the action that addresses the current consequences of the change not yet being a reality

is to capture what people are experiencing in the present state. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper

%2022%20-%20v1.0.pdf (page 11)

The change severity assessment is a tool to evaluate the impact of a change on different dimensions,

such as environment, organization, individuals, and project. The environment dimension considers

the external and internal factors that affect the change, such as market conditions, competitors,

regulations, culture, values, and behaviors. The amount of other activity happening at the same time

as the change and the common values and behaviors in the organization are both factors that belong

to the environment dimension. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper

%208%20-%20v1.0.pdf (page 11)

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.

Reference:

https://expertprogrammanagement.com/2020/10/honey-and-mumford/

https://www.simplimba.com/honey-and-mumford-model/

Comprehensive and Detailed In-Depth

The change delivery scorecard is often based on the Balanced Scorecard framework (developed by

Kaplan and Norton), which is widely referenced in change management to measure the success of

change initiatives across multiple perspectives. The APMG Change Management Foundation

materials emphasize that the scorecard evaluates value from four key views: Financial, Customer,

Internal (Processes), and Learning & Growth. A measurable increase in sales directly relates to

revenue and profitability, which are core indicators of financial performance. This aligns with the

Financial perspective, as it focuses on tangible monetary outcomes that demonstrate the economic

success of the change. The Customer perspective focuses on satisfaction and loyalty, Internal on

process efficiency, and Learning & Growth on capability development—none of which directly

measure sales increases.

Reference: APMG Change Management Foundation, Chapter 8 – Measuring and Sustaining Change

Outcomes, Balanced Scorecard section.