Change-Management-Foundation Exam Dumps : Change Management Foundation Exam

According to the Myers-Briggs Type Indicator (MBTI), perceiving is one of the four preference pairs that describe how people interact with the world and make decisions. Perceiving refers to preferring to keep options open, being spontaneous, and disliking detailed plans. The other options are not preferences, but dimensions of preferences. Intuition and feeling are opposite to sensing and thinking, respectively, while introvert is opposite to extrovert.References: (page 11)

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.

Comprehensive and Detailed In-Depth Explanation:

Diverse teams are a focal point in the APMG Change Management Foundation, particularly in the context of team effectiveness during change initiatives. Let’s break down each statement with extensive detail:

•Statement 1: "Provide greater creativity" – This is true and strongly supported by the APMG framework. Diversity in teams—whether in terms of culture, experience, gender, or skills—brings a variety of perspectives that fuel innovative thinking. For example, a team designing a new customer service process might include members from sales, IT, and HR, each contributing unique ideas that a homogenous group might overlook. Research cited in change management literature consistently shows that diverse teams outperform similar teams in creativity and problem-solving due to this multiplicity of viewpoints. The framework emphasizes that this strength is particularly valuable in change contexts, where novel solutions are often required to address complex challenges.

•Statement 2: "Reach consensus sooner than teams of 'similars'" – This is false. While diverse teams excel in creativity, they often face challenges in decision-making speed. The APMG materials explain that differing perspectives can lead to healthy debate but also require more time to align and reach agreement. For instance, a team of 'similars' (e.g., all engineers) might quickly agree on a technical solution due to shared assumptions, whereas a diverse team might debate trade-offs between technical feasibility, cost, and user experience, delaying consensus. This trade-off is acknowledged as a potential downside of diversity, though the quality of decisions typically improves.

Given this analysis, only Statement 1 is true. The answer is A because the framework prioritizes creativity as a proven benefit of diversity, while explicitly noting that quicker consensus is not a characteristic of diverse teams compared to homogenous ones.