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Which of the following statements about two-way communication are true?
Two way communication is useful for getting important information out quickly to large groups of people
Two-way communication encourages and increases people's motivation to interact to find out more.
Two-way communication is a type of communication that allows for feedback, interaction, and dialogue between the sender and the receiver. Two-way communication is useful for engaging stakeholders, building trust and rapport, clarifying expectations, and resolving issues. Two-way communication encourages and increases people's motivation to interact to find out more, as they feel valued and involved in the change. Therefore, statement 2 is true. However, two-way communication is not useful for getting important information out quickly to large groups of people, as it can be time-consuming, complex, and inconsistent. For this purpose, one-way communication, such as newsletters, emails, or announcements, may be more suitable. Therefore, statement 1 is not true. Reference: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%2023%20-%20v1.0.pdf (page 11)
Which is an effect in an organization if the psychological contract between an organization and its staff is broken?
The psychological contract is the unwritten and implicit agreement between an organization and its employees, which defines their mutual expectations and obligations. The psychological contract can be broken when either party fails to fulfill their promises or obligations, such as changing the terms and conditions of employment, reducing the benefits or rewards, or violating the trust or respect. When the psychological contract is broken, it can have negative effects on the organization, such as lower employee engagement, commitment, and loyalty; higher turnover, absenteeism, and grievances; and lower productivity, quality, and innovation. Therefore, one of the effects of breaking the psychological contract is that the likelihood of achieving performance targets reduces. The other options are not effects of breaking the psychological contract, but rather causes or consequences of other factors.
Which is a correct description of how Tuckman's five phases of team development work in practice?
Tuckman's five phases of team development are a model that describes how teams evolve and mature over time. The five phases are: forming, storming, norming, performing, and adjourning. In practice, teams may not follow these phases in a linear or sequential way, but may go backwards or oscillate between the stages depending on various factors, such as changes in goals, leadership, membership, or context. Therefore, team leaders and members need to be aware of the current stage of their team and adapt their behaviors and actions accordingly.
https://www.mindtools.com/pages/article/newLDR_86.htm
https://www.researchgate.net/publication/235298447_Developmental_Sequence_in_Small_Groups
Which of the following statements about ways in which we communicate and connect with people are true?
1. Non-verbal communication can be written
2. Our actions can speak volumes without saying a word
Comprehensive and Detailed In-Depth
Communication in change management, as outlined in the APMG Change Management Foundation, encompasses verbal, non-verbal, and symbolic elements, all critical for engaging stakeholders. This question tests our understanding of these dimensions with a focus on precision and interpretation. Let's dissect each statement with exhaustive detail, exploring definitions, examples, theoretical roots, and practical implications:
* Statement 1: 'Non-verbal communication can be written'
o Definition and Context: Non-verbal communication traditionally refers to cues conveyed without words---body language (e.g., posture, gestures), facial expressions, tone of voice, and physical actions. The APMG framework aligns with this, emphasizing its role in conveying emotions and intent during change (e.g., a leader's confident demeanor reinforcing a message). Written communication, however, is inherently verbal, as it uses words to express meaning, even if it's symbolic (e.g., an exclamation mark).
o Analysis: The statement suggests written forms (e.g., emails, reports) qualify as non-verbal, which contradicts standard communication theory. For instance, a memo announcing a restructure is verbal because it relies on text, though its tone or formatting might imply emotion (e.g., bold text for urgency). Some might argue that emoticons or punctuation are non-verbal, but these are extensions of written language, not standalone non-verbal cues like a nod or frown. The APMG materials don't classify written communication as non-verbal, reserving that for physical or auditory signals.
o Conclusion: False. Non-verbal communication excludes written forms in this context, as it's defined by absence of linguistic content.
* Statement 2: 'Our actions can speak volumes without saying a word'
o Definition and Context: This aligns with symbolic actions and non-verbal communication in the APMG framework. Actions---like a manager using a new system first---carry meaning beyond words, influencing perceptions and emotions. This is rooted in social psychology (e.g., Bandura's observational learning), where behaviors model expectations.
o Analysis: True and strongly supported. For example, during a cultural change to promote collaboration, a leader joining team brainstorming sessions silently signals commitment, ''speaking volumes'' about priorities. The APMG emphasizes symbolic acts (e.g., Kotter's short-term wins) as powerful engagement tools, appealing to hearts and minds without verbal explanation. Even subtle actions---like consistent punctuality---reinforce messages non-verbally.
o Example: A CEO discarding old branding materials during a rebrand visually communicates ''we're moving forward,'' amplifying the verbal vision.
* Evaluation of Options:
o A (Only 1 true): Incorrect, as Statement 1 is false.
o B (Only 2 true): Correct, as Statement 2 is true and 1 is false.
o C (Both true): Incorrect, due to Statement 1's inaccuracy.
o D (Neither true): Incorrect, as Statement 2 holds.
* Nuance and Counterargument: One might argue written symbols (e.g., a red ''X'') are non-verbal, but in change management, non-verbal is distinct from written artifacts, focusing on observable behavior. The APMG prioritizes this practical distinction.
* Why B: Statement 2 captures the essence of non-verbal influence, a key lever in change communication, while Statement 1 misaligns with foundational definitions.
Which management approach is recommended to help people through the 'endings' phase of Bridges model of human transition?
Bridges model of human transition is a framework that describes how people experience and cope with change. The model consists of three phases: endings, neutral zone, and new beginnings. The endings phase is when people have to let go of the old situation and deal with the loss and uncertainty that comes with change. The recommended management approach to help people through this phase is to concentrate on the emotional content of issues, that is, to acknowledge and address the feelings and reactions that people have, such as anger, denial, or sadness. This can help people to accept the change and move on to the next phase.
https://www.mindtools.com/pages/article/bridges-transition-model.htm
https://www.wmbridges.com/about/what-is-transition/
