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Both numerical and subjective methods can build a picture of how effective your change interventions are. Which type of measure can help us to understand why, how, or what happened behind certain behaviours?
Comprehensive and Detailed In-Depth Explanation:
Qualitative measures (e.g., interviews) in APMG explore ''why'' behind behaviors (e.g., resistance reasons), unlike quantitative (numbers), leading (predictive), or lagging (past results).
When building a change delivery scorecard, which of the different views on value are achieved through a measurable increase in sales?
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.
According to Pink, which three factors are key motivators for ''knowledge work''?
Comprehensive and Detailed In-Depth
Daniel Pink's motivation theory, integrated into the APMG Change Management Foundation, redefines drivers for knowledge work (tasks requiring creativity and problem-solving). Let's unpack this thoroughly:
* Pink's Theory: In Drive, Pink argues traditional motivators (e.g., pay) are insufficient for knowledge workers. He proposes three intrinsic factors: Autonomy (control over work), Mastery (improving skills), and Purpose (connecting to a larger goal). These resonate with modern change contexts where engagement is key.
* Option A: Dissatisfiers, rewards, and safety -- Dissatisfiers and rewards echo Herzberg's extrinsic factors (e.g., salary), while safety might relate to job security. Pink critiques these as outdated for knowledge work, focusing instead on intrinsic drivers, so this is incorrect.
* Option B: Autonomy, safety, and self-esteem -- Autonomy fits Pink's model, but safety and self-esteem align more with Maslow's hierarchy (security and esteem needs) than Pink's focus. They're not his core triad, making this wrong.
* Option C: Hygiene factors, autonomy, and self-actualization -- Hygiene factors (Herzberg's term for basics like pay) aren't Pink's focus, though autonomy is correct. Self-actualization (Maslow) is broader than Mastery or Purpose, missing Pink's specificity.
* Option D: Autonomy, mastery, and purpose -- Correct. Autonomy lets workers shape their tasks (e.g., choosing how to implement a change). Mastery drives skill growth (e.g., mastering a new tool). Purpose ties work to meaning (e.g., improving customer lives). The APMG framework applies this to change, like motivating a team to adopt a system by giving them control, skill-building, and a clear ''why.''
* Example: A developer adopting Agile might thrive with autonomy (setting their sprint tasks), mastery (learning new coding techniques), and purpose (enhancing user experience), aligning with Pink's model and APMG's use in knowledge-intensive change.
* Contrast: Unlike Herzberg's external motivators, Pink's factors are internal, making Option D uniquely accurate.
Which of the following statements about the use of symbolic actions and symbolism to appeal to people's hearts and minds are true?
Leaders must lead by example
Only leaders can influence change
Comprehensive and Detailed In-Depth
Symbolic actions and symbolism are powerful tools in change management to emotionally engage stakeholders, as per the APMG Change Management Foundation. Statement 1 ('Leaders must lead by example') is true because leaders' visible actions (e.g., adopting new behaviors) reinforce change messages and build trust, appealing to hearts and minds. Statement 2 ('Only leaders can influence change') is false, as the framework recognizes that change agents, line managers, and even peers can influence change---not just leaders. Thus, only Statement 1 holds true in the context of symbolic influence.
When assessing the severity of change impacts during a stakeholder impact assessment, what is meant by the coverage of impact?
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
