One of the purposes of creating a change management plan when preparing for change is to record a list of all the change risks and the responsive actions required. This helps to identify potential threats and opportunities for the change and plan how to mitigate or exploit them. The other options are not purposes of a change management plan, but rather outcomes or inputs of other processes or activities. Reference: https://apmg international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %205%20-%20v1.0.pdf (page 11)

Senge’s system thinking model is a holistic approach to understand how different elements in an organization interact and influence each other. Processes are one of the elements that can either support or limit the effectiveness of change, depending on how they are designed and implemented. The other statements are not correct, as they do not reflect Senge’s model. Reference: https://apmg international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %204%20-%20v1.0.pdf (page 11) 

Lewin’s force-field analysis is a tool to identify the driving and restraining forces for a change. Driving forces are those that push for the change, while restraining forces are those that oppose or resist the change. To make change more quickly, driving forces need to be augmented (increased or strengthened) and/or restraining forces need to be reduced or removed. Reference: https://apmg international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %203%20-%20v1.0.pdf (page 11)

Mayfield’s stakeholder radar technique identifies four levels of engagement for stakeholders: required, desired, actual, and planned. The required level of engagement is the minimum level that is necessary for the stakeholder to support the change or at least not resist it. Reference: https://apmg international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %202%20-%20v1.0.pdf (page 11) 

Communication approaches that encourage engagement during change should be timely, transparent, honest, consistent, and two-way. It is not helpful to delay communication until all the information is available, as this can create uncertainty and anxiety among stakeholders. It is also not advisable to use an external communications agency to relay messages when dealing with a difficult change, as this can undermine trust and credibility of the change leaders. Reference: https://apmg international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper %201%20-%20v1.0.pdf (page 11) 

According to Schein, learning anxiety is the fear or discomfort that people experience when they are asked to learn something new or change their behavior. To decrease learning anxiety, change leaders should create psychological safety, which is the sense of trust and support that people feel when they are learning or changing. One way to create psychological safety is to encourage staff to try new things and experiment without fear of failure or punishment. The other options would increase learning anxiety, as they would create more pressure, stress, and negativity for the staff. References: https://apmg-international.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper%206%20-%20v1.0.pdf (page 11)