AGILEPM-PRACTITIONER · Question #123
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…
Looking at the scenario, the core problem is change saturation - staff are overwhelmed by the volume and variety of simultaneous changes, which is a recognized barrier in change management. The two most appropriate responses are A and D. A is correct because identifying which…
Question
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?
Options
- AFind out which elements could remain unchanged so that future sales are unaffected.
- BAdd personal staff targets to ensure that the changes in the sales operations are continued.
- CAssign the staff members to projects outside of this change, to prevent them undermining the
- DConsider limiting the changes to those that are related to each other during each iteration of
- EEnsure these staff members are rewarded for raising issues with the implementation.
Explanation
Looking at the scenario, the core problem is change saturation - staff are overwhelmed by the volume and variety of simultaneous changes, which is a recognized barrier in change management. The two most appropriate responses are A and D.
A is correct because identifying which elements can remain stable gives overwhelmed staff psychological anchors - fewer moving parts reduces cognitive load and signals that the Director has heard their concerns. D is correct because limiting each iteration to logically related changes reduces the sense of chaos; batching coherent changes together makes the transformation feel manageable rather than random and endless.
B is wrong because adding personal targets to already-overwhelmed staff increases pressure rather than addressing the root cause - coercion worsens change fatigue. C is wrong because removing resistant staff is punitive, silences valid feedback, and doesn't solve the underlying saturation problem. E is partially good practice (rewarding honest feedback fosters psychological safety), but it doesn't actually reduce the burden causing the resistance, making it less directly appropriate than A or D.
Memory tip: Think "reduce and re-sequence" for change saturation - the correct answers always involve reducing scope (A) or restructuring pace/grouping (D), not pressuring or sidelining staff. If an answer adds burden or punishes people, it's wrong.
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