The Beckhard and Harris change formula is a tool to assess the readiness and motivation for change

in an organization. The formula states that change will happen when D x V x F > R, where D is

dissatisfaction with the status quo, V is vision of the desired future state, F is first steps or action plan

for the change, and R is resistance to change. To increase an individual’s dissatisfaction with the

status quo, one possible action is to communicate the danger of inaction, such as the risks, threats,

or losses that may occur if no change is made. This can create a sense of urgency and need for

change among the individual. The other options are not actions that will increase dissatisfaction with

the status quo, but rather actions that will address other factors in the formula.

A vision statement for a change is a concise and compelling description of the desired future state

that the change aims to achieve. A vision statement should have several characteristics, such as

being clear, inspiring, realistic, and verifiable. Being verifiable means that the vision statement can

be measured and confirmed when it is achieved. The other options are not desired characteristics of

a vision statement, as they are either too detailed, vague, or irrelevant. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper

%2014%20-%20v1.0.pdf (page 11)

Comprehensive and Detailed In-Depth

The Beckhard and Harris Change Formula, expressed as D x V x F > R (Dissatisfaction with the status

quo × Vision of the future × First steps > Resistance), is a cornerstone of the APMG Change

Management Foundation for understanding motivation for change. Let’s dissect the formula and

evaluate each option in detail:

•

D (Dissatisfaction): This factor reflects discontent with the current state, pushing individuals

toward change.

•

V (Vision): This is the desirability of the future state—what makes the change appealing or

worthwhile.

•

F (First Steps): This involves practical, actionable steps to initiate change, reducing

uncertainty.

•

R (Resistance): The natural opposition to change that must be overcome.

The question asks what increases the desirability of the proposed change, which directly ties to the V

(Vision) component. Option A ("Focus on the benefits of the change") aligns perfectly with this, as

highlighting benefits (e.g., improved efficiency, better work-life balance, or career growth) makes the

end state more attractive to individuals. For example, if a company introduces a new CRM system,

emphasizing how it saves time and boosts sales commissions enhances the vision’s appeal.

•

Option B ("Communicate the 'burning platform'") increases Dissatisfaction (D) by

emphasizing the urgency or negative consequences of not changing (e.g., "We’ll lose market share if

we don’t act"). While critical, it doesn’t directly enhance desirability of the future state.

•

Option C ("Clarify the steps users need to take") supports First Steps (F) by providing a

roadmap, reducing fear of the unknown, but it doesn’t inherently make the change more desirable.

•

Option D ("Put mitigations in place to reduce risk") lowers Resistance (R) by addressing

concerns, yet it’s a defensive measure rather than a proactive enhancement of desirability.

Thus, Option A is the correct answer, as it directly strengthens the Vision factor, making the change

emotionally and rationally compelling to individuals. The APMG framework underscores that a clear,

positive vision is essential to motivate people beyond mere necessity.

Reference: APMG Change Management Foundation, Chapter 2 – Change and the Organization,

Beckhard and Harris Change Formula section.

The McKinsey 7S model is a framework to analyze and improve organizational performance and

effectiveness. The model consists of seven interrelated elements: strategy, structure, systems, shared

values, skills, style, and staff. Shared values refer to the core values and beliefs that guide the

organization’s vision, mission, and culture. The attitude of staff toward their work is an example of

shared values. The other options are examples of other elements in the model. Reference:

https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper

%2012%20-%20v1.0.pdf (page 11)

According to Glaser and Glaser, team effectiveness is influenced by four elements: team mission,

planning and goal setting; team roles; team operating processes; and team inter-personal

relationships. Team inter-personal relationships refer to the quality of communication, trust, respect,

and collaboration among team members. This element enables team members to help each other

address challenges, as well as share feedback, ideas, and emotions. Reference: https://apmginternational.com/sites/default/files/Change%20Management%20Foundation%20Sample%20Paper

%209%20-%20v1.0.pdf (page 11)