APMG-International Updated AgilePM-Practitioner Exam Questions and Answers by lillian

Comprehensive and Detailed Step-by-Step Explanation

A Change Agent plays a pivotal role in ensuring the success of a change initiative. Their responsibilities typically include fostering collaboration, addressing resistance, and facilitating the implementation of the change. The IT Support Manager is a suitable choice for this role because of their network across the organization and their ability to connect different leaders and departments.

1. Why B (Bringing Leaders Together) is Correct

The IT Support Manager, through their role, is positioned to work across multiple departments.

They are likely familiar with similar challenges faced by other line leaders due to their experience in supporting IT systems and processes organization-wide.

This ability to act as a connector between leaders makes them well-suited to facilitate collaboration and ensure alignment across the organization during the change initiative.

2. Why C (Strong Network Organization-Wide) is Correct

By supporting staff at all levels of the organization, the IT Support Manager has built a robust network.

This network enables them to influence and communicate effectively with individuals across various teams, which is crucial for overcoming resistance and promoting the change program.

Their established relationships can also help them gather feedback and identify concerns early, making them an effective change agent.

3. Analysis of Incorrect Options

Option A:

Quietly implementing directions without challenging decisions does not align with the proactive and collaborative nature of a change agent’s role. Change agents must actively engage with stakeholders and advocate for the change, rather than passively implementing instructions.

Eliminate.

Option D:

While direct authority can be useful, the change agent’s role is more focused on influence and collaboration across the organization, rather than control over specific teams.

The IT Support Manager’s authority over IT staff is secondary to their ability to work across organizational boundaries.

Eliminate.

Option E:

Wanting to gain experience in change management is not a key qualification for being a change agent. The role requires demonstrated skills in influence, collaboration, and facilitating change rather than a desire to learn.

Eliminate.

4. Practical Implications

A strong network and the ability to connect leaders are critical for fostering alignment during a change program.

The IT Support Manager’s role and experience position them to address cross-departmental challenges and encourage collaboration, making them an ideal choice for the change agent role.

Comprehensive and Detailed Explanation:

This question uses the Myers-Briggs Type Indicator (MBTI) framework, which identifies personality preferences based on four dichotomies. In this scenario, the Sales Manager’s behavior reflects traits that align most closely with the Extraversion preference.

1. Why the Answer is Extravert (A):

Extraverts gain energy from interacting with others and are motivated by teamwork, coaching, and engaging in group activities.

The Sales Manager’s enjoyment of spending time with team members and their enthusiasm for leading a pilot clearly demonstrates extraverted qualities.

Extraverts typically thrive in environments where collaboration and communication are emphasized, which matches the described behavior.

2. Analysis of Other Options:

Option B: Introvert

Introverts are more reflective and gain energy from time spent alone or in quieter settings. They tend to prefer solitary work over group activities.

The Sales Manager’s enjoyment of coaching and team interaction does not align with introverted traits.

Eliminate.

Option C: Thinking

The Thinking preference in MBTI is about making decisions based on logic and objective criteria. It does not directly relate to the enjoyment of coaching or spending time with team members.

The scenario describes behavior that is more about interaction and energy from others rather than logical decision-making.

Eliminate.

Option D: Feeling

The Feeling preference relates to decision-making that prioritizes values and empathy. While this could be partially relevant in a coaching context, the primary focus of the description is on enthusiasm for interaction and collaboration, which are hallmarks of extraversion.

Eliminate.

3. Practical Example:

An extraverted leader might enjoy hosting team workshops, facilitating discussions, or mentoring colleagues. Their energy comes from the collaborative process, just as the Sales Manager enjoys coaching and working directly with their team.

4. Reference to MBTI:

Extraversion (E):

Focused on the external world and interactions with others.

Energized by group activities and collaboration.

Introversion (I):

Prefers reflection and solitary work.

Comprehensive and Detailed Step-by-Step Explanation

Understanding Empathy Mapping

An empathy map is a tool used to understand the feelings, concerns, motivations, and perceptions of individuals or groups impacted by change. It focuses on what stakeholders:

Think and feel: Emotional concerns or motivations.

Hear: Feedback from others.

See: Observations in their environment.

Say and do: Observable actions or behaviors.

Empathy maps help uncover concerns or barriers that might affect engagement or alignment with change initiatives.

Option Analysis (UniCo-Specific)

A. Concerns raised by the Promotions Team Leader about reduced sales

Empathy maps are designed to capture emotional and practical concerns of individuals or teams. In this case, the concerns raised by the staff about sales reductions during seasonal promotions align perfectly with the "Think and Feel" dimension of empathy mapping.

This information helps the Marketing team identify and address emotional or motivational barriers to the change.

Correct.

B. Visual diagram of potential stakeholders with symbolic figures

While visualizing stakeholders on a diagram is a useful exercise, it relates more to stakeholder mapping (e.g., influence-interest grids) than to empathy mapping. This activity does not address the emotional or perceptual aspects that empathy mapping focuses on.

Incorrect.

C. A list of stakeholders made by the Marketing analysts

Creating a list of stakeholders and sharing it in a meeting is another stakeholder analysis activity. However, this process does not delve into the emotions, perceptions, or motivations of the marketing staff, which is the purpose of an empathy map.

Incorrect.

D. Comparing lists of stakeholders during a Brand Team meeting

This activity relates to collaborative stakeholder identification and analysis but does not involve capturing the emotional or perceptual data required for empathy mapping.

Incorrect.

Why A is the Correct Answer (Scenario Alignment)

The Promotions Team Leader’s insights directly reflect the type of emotional and motivational data required for an empathy map. This information can help address staff concerns, ensuring the marketing staff are supported and aligned with the change.

References (UniCo Scenario and AgilePM Alignment):

UniCo Scenario: Marketing staff concerns about sales impact align with emotional mapping needs.

AgilePM Handbook, Chapter 7: Stakeholder Engagement and Empathy Mapping Tools.

Agile Business Consortium – Empathy Map Use for Change Management.