Understand the Nature, Scope and Potential Benefits of Organizational Change Management (6.3, 6.3.1, 6.3.2, 6.3.2.1-3, Tab 6.4, the Organizational Change Management Practice 2 (including Subsections)) ITIL-4-STRATEGIC-LEADER-MODULES Practice Questions (Page 3)

Questions 11–15

1. 11application · medium

   A financial services firm is implementing a new customer onboarding process. The continual improvement manager has identified that the current process has a high error rate. The organizational change manager is working with the continual improvement manager to ensure that the new process is adopted by the operations team. Which statement best describes the relationship between organizational change management and continual improvement in this scenario?

   • AOrganizational change management is a subset of continual improvement, and its only role is to train staff on new processes.
   • BContinual improvement is a subset of organizational change management, and it focuses only on technical changes.
   • CContinual improvement identifies the need for change, and organizational change management ensures the change is adopted and embedded.
   • DOrganizational change management and continual improvement are separate practices with no interaction.
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2. 12expert · hard

   A non-profit organization is implementing a new donor management system. The change manager has identified that the fundraising team is highly engaged, but the finance team is resistant because they were not included in the early planning. The change manager needs to address the finance team's resistance while maintaining the momentum of the fundraising team. Which action best balances the needs of both groups?

   • AFocus all change management efforts on the finance team, as they are the most resistant.
   • BMaintain the current engagement with the fundraising team and initiate targeted engagement activities with the finance team.
   • CDelay the implementation until both teams are equally engaged.
   • DReduce engagement with the fundraising team to avoid creating a perception of favoritism.
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4. 13foundation · easy

   How does effective organizational change management contribute to improved outcomes of a change initiative?

   • ABy increasing the likelihood that the change is adopted and its benefits are realized
   • BBy minimizing the cost of the change initiative
   • CBy ensuring that the change is implemented exactly as planned without any deviations
   • DBy reducing the time required to implement the change
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5. 14application · medium

   A global logistics company is introducing a new route optimization software. The change manager has identified that the regional dispatchers are skeptical because they were not consulted during the selection process. To build trust and engagement, the change manager decides to involve a group of dispatchers in a pilot program and to establish a feedback loop. Which key principle of organizational change management does this action primarily demonstrate?

   • AChange impact assessment, because the pilot program is used to assess the impact of the change on the dispatchers.
   • BStakeholder engagement, because the dispatchers are being involved in the change process and their input is being sought.
   • CCommunication planning, because the pilot program is a form of communication about the change.
   • DContinuous improvement, because the pilot program will be refined based on feedback.
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6. 15application · medium

   A regional bank is rolling out a new customer relationship management (CRM) system. The IT team has completed the technical deployment and the system is fully functional. However, branch staff are continuing to use the legacy spreadsheet-based tracking process, and adoption is below 20%. The program sponsor asks the service manager to 'fix the adoption problem.' Which action best reflects the nature and scope of organizational change management in this situation?

   • AEscalate the issue to the continual improvement register as a problem with the CRM vendor's training materials.
   • BRe-run the technical deployment to verify the CRM is working correctly and document any defects for the vendor.
   • CInitiate a change management effort focused on the people side, including stakeholder engagement, communication, and addressing resistance to shift staff behavior.
   • DMandate that all staff use the CRM by updating the IT service request process and disabling access to the legacy spreadsheets.
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