HOTSPOT The Change Manager has mapped stakeholders onto a Power -Interest Matrix, with the aim of identifying suitable actions for managing these stakeholders. The mapping below shows the current assessment made by the Change Manager. The 'Interest in your change' axis indicates a combination of the stakeholders' levels of active engagement and their buy -in for the Change Programme. Questions PDF 134/157 Using the Scenario and the additional information provided for this question in the Scenario Booklet, answer the following question about Stakeholder mapping and strategy. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Questions PDF 135/157 xplanation: Comprehensive and Detailed Step by Step Explanation: 1. Assertion: The Change Manager should aim to engage and move the Customer Services Director to the Active Players quadrant. Reason: Acknowledging a stakeholder’s influence is an important step in developing greater understanding of how to manage them. Analysis: The Customer Services Director currently holds significant influence but is not fully engaged with the change. Moving them to the "Active Players" quadrant aligns with stakeholder management principles because Active Players have both high influence and high interest. The reason provided supports this by emphasizing understanding and managing stakeholders' influence. Conclusion: Both the assertion and reason are correct, but the reason does not directly explain why moving the stakeholder to "Active Players" is the action. (True, True BUT the reason does not explain the assertion). Explanation: 2. Assertion: The Change Manager should plan to increase the Operations Director’s level of interest in the change. Reason: Influential Observers need to become Key Players if they need to be engaged actively in the Questions PDF 136/157 change. Analysis: The Operations Director is an influential observer with high influence but low interest. Increasing their interest ensures their alignment with the program goals, making them Key Players. The reason provided directly explains why this move is necessary. Conclusion: Both the assertion and reason are correct, and the reason directly explains the assertion. (True, True AND the reason explains the assertion). Explanation: 3. Assertion: It is appropriate to manage the involvement of Selco staff by regularly sending them progress updates. Reason: Spectators only require regular information updates to maintain their interest in the change. Analysis: Selco staff are categorized as "Spectators," indicating they have low influence and interest. Regular updates are sufficient to keep them informed without unnecessary engagement. The reason aligns with stakeholder management strategies for Spectators. Conclusion: Both the assertion and reason are correct, and the reason directly supports the assertion. (True, True AND the reason explains the assertion). Explanation: 4. Assertion: The Human Resources Manager needs to be managed and moved to the Key Players quadrant. Reason: People with specialist skillsets should be categorized with a high level of influence and power in any change. Analysis: The Human Resources Manager currently resides in the "Active Players" quadrant. While they contribute specialist skills, this does not necessarily justify elevating them to "Key Players," who must also possess significant influence. The reason, while true, does not align with the change scenario. Conclusion: The assertion is false, but the reason is true. (False, True). Explanation:
HOTSPOT The change management team is creating the change analytics strategy for the change programme. Below is an extract of recipients, measures and source data that have been proposed. Answer the following question about the sources of conflict in change situations. Column 1 is a list of statements about sources of conflict in change situations. Column 2 contains the names of the eight sources of conflict identified by Art Bell and Brett Hart. For each statement in Column 1, select from Column 2 the source of conflict to which it MOST relates. Each selection from Column 2 can Questions PDF 137/157 be used once, more than once or not at all. Questions PDF 138/157 xplanation: In the UniCo case, the organization is undergoing significant changes that involve integrating the Selco team, revising internal processes, and preparing staff for a shift to mobile applications. Sources of conflict during such organizational change include misunderstandings, role ambiguity, and resistance to changes in work styles or policies. Revised Answers (aligned with the UniCo case): 1. Instructions are understood by different people in different ways, influenced by their unique personal background. . Perceptions Explanation: Explanation: In the UniCo scenario, perceptions are a key source of conflict, especially between the long -standing UniCo staff and the Selco team. For example, different views on the importance of the rebranding efforts reflect how unique personal backgrounds influence perceptions. 2. The revision of internal processes or systems has caused a lack of clarity on the responsibilities for certain tasks, resulting in activities being overlooked or duplicated. . Roles Explanation: Explanation: This aligns with the UniCo case where process revisions are required to integrate Selco staff and adjust to the new business focus. A lack of clarity in responsibilities —like how teams should collaborate on mobile applications —creates role -based conflict. 3. Instructions on the project are given by different people using different levels of planning, formality, and decision -making approaches. . Styles Explanation: Explanation: In the UniCo scenario, the cultural differences between the dynamic, fast -paced Selco team and the more structured UniCo team highlight conflicting work styles, which may result in tension during decision -making and task execution. 4. The parties involved are continually making amendments and extensions to delivery deadlines to accommodate the changing environment. . Unpredictable policies Questions PDF 139/157 Explanation: Explanation: In UniCo, the organizational changes, such as the relocation of the Selco staff and the integration of operational processes, require frequent adjustments. This creates uncertainty and frustration, which are classic symptoms of conflict due to unpredictable policies.
Two Sales staff members appear to have lost energy for the change process and did not attend recent change meetings. When questioned, they said they were so overwhelmed by the number of changes in systems, materials, technical knowledge, and processes that they couldn’t deal with any more. Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance from staff?
One member of the Customer Services team has been chatting informally to some Sales co -workers. They felt that the Sales process changes are causing more work for Customer Services and that the whole customer experience has now been compromised. Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?
Sales staff failed to achieve last month’s sales targets when training in the mobile products and supporting sales systems and processes was first started. This month the sales team is working after hours and weekends to try to meet the current targets while developing the new skills needed. It is generally felt that this situation is unsustainable. Which 2 actions by the Sales Director are the MOST appropriate when responding to this type of resistance?
Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following questions about Feasibility. Remember to limit your answers to the number of selections requested in each question. Which 2 statements describe the appropriate application of Agile Project Management when developing the Feasibility Assessment?
