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Created by Miroslaw Dabrowski

APMG Facilitation Foundation Exam Simulator

multiple choice exam (ABCD)
one correct answer per question
# of questions: 50 | 50% to pass (25)
duration: 40 minutes

Copyright Ā© Mirosław Dąbrowski

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1. What is the purpose of using Analogy?

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2. What factors influence the use of different formations to exchange information and share different perceptions?

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3. In preparing for an event, what should Facilitators NOT do when establishing the clientā€™s real needs?

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4. Which statement invites people to engage in a Process?

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5. Which would a Process Aware group be MOST likely to do?

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6. In preparing for an event, what should Facilitators do when establishing the clientā€™s real needs?

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7. Which is the lowest level of the Process IcebergĀ® model?

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8. Which would make the Facilitator conclude that the Task had moved into Uncertainty?

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9. In Models, Tools and Techniques, what is "Force Field Analysis" used for?

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10. Which one of these words is used in an "Action Planning" chart?

11 / 50

11. In Models, Tools and Techniques, what is the purpose of "Clustering"?

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12. Which is NOT an important factor affecting the number of Facilitators needed to facilitate an event?

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13. In the characteristics of an effective Facilitator, what will a "Bold, Brave Risk Taker" be able to do?

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14. Which statement is likely to be made by a Facilitator?

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15. Which of the following is the appropriate role for a Facilitator working with a Process Aware group?

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16. Who does the Feedback in a Dysfunctional Group?

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17. What is the background model used with "SCA - Organisational Issues"?

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18. What is the purpose of Facilitatorā€™s Contracting MatrixĀ®?

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19. What should the Facilitator do if the Process becomes inappropriate?

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20. What is the impact on the Facilitator who has identified that they prefer working with Dysfunctional Groups?

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21. Which is the MOST likely reason for groups to want to break into subgroups and work at the walls?

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22. What is the purpose of "Braindumping"?

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23. In applying Models, Tools and Techniques, which is an appropriate use of sub-groups?

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24. What is the "Relative Importance Grid" used for?

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25. Which BEST describes the function of a trainer in the context of the Process IcebergĀ® methodology?

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26. In the Is And Is Not model, what is the column "What is distinctive" designed to achieve?

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27. What is the basis of the Facilitatorā€™s inner dialogue using SCA as a Process intervention?

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28. When using the Tool What Will I See Happening, what is the questioning technique "Laddering" used for?

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29. When the group is working in a helpful Format and using appropriate Tools, which in sequence is the next level of the Process IcebergĀ® the Facilitator should attend to?

30 / 50

30. Which is a useful guide to minimum room size for a facilitated event?

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31. When the first three stages of the Agenda Process are complete and are sent back to the originators, which is NOT required from the originators?

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32. In the Process IcebergĀ® methodology, which is MOST likely to cause people to be "difficult" in meetings?

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33. What is "Debate" used for?

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34. What is the reason for selecting an "All" Format?

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35. A Change Orientated Facilitator will be able to _____?

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36. How long is a facilitated event likely to take with a task that is in Uncertainty?

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37. Which correctly describes someone with an Introvert preference?

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38. What does the "style" of the intervention depend on when giving an SPO?

39 / 50

39. Which should the Facilitator do if there is: anger, resentment and frustration appearing in the meeting?

40 / 50

40. In the Agenda Process, which factor should NOT be decisive in choosing Tools to address a Task?

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41. Which is an appropriate question for Facilitators to ask a client in a first meeting?

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42. What is the focus of "green" thinking?

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43. Why should the Facilitator assume that there are no "difficult people"?

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44. Which reflects a Facilitatorā€™s Key Interventionist role in the Process?

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45. Which of these is a Format?

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46. Which is NOT a reason for using the Feedback Model during a meeting?

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47. Which will determine when the Facilitator will act in a Lead/Tell style?

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48. In terms of the Process IcebergĀ® methodology, which is a cause of Emotion in meetings?

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49. Which main point should Facilitators make clear in a first meeting with a client?

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50. Which is the MOST appropriate reason for an organisation to call on the services of a Facilitator?

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Free stuff

Download, free materials from and related to APMG Facilitation like White Papers, Guides, and Books.

Also, take a look at the Facilitation Interactive Mind Map.


Question Bank

See the question distribution graph across APMG Facilitation categories in the question bank.

You must be proficient in those categories to pass the official APMG Facilitation FoundationĀ exam.



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APMG Facilitation Foundation exam simulator by Miroslaw Dabrowski

APMG Facilitation exam questions and answers

Questions categorized according to APMG Facilitation Foundation exam

APMG Facilitation Materials

Additional links and materials for download on APMG Facilitation

The APMG Facilitation Interactive Mind Map

The mind map for “Facilitation Based on Process IcebergĀ®” provides an overview of the facilitation process, tools and techniques used or recommended in the Process IcebergĀ® methodology for facilitated workshops, emphasizing the importance of both visible and hidden dynamics in facilitation. Key components include:

  • Framework: Introduction to the methodology.
  • Core Components: Visible (tools, techniques) and hidden (emotions, behaviours) aspects.
  • Techniques: Effective communication, conflict resolution, consensus building, and engagement strategies.

The APMG Facilitation Syllabus

The document was created with training companies in mind, so-called Accredited Training Organizations (ATOs). It provides information on the scope of the FacilitationĀ exams, thereby allowing for the design of training and training materials following the requirements of APMG so that the training and materials fully prepare candidates for Foundation and Practitioner exams.

Why should I read the APMG Facilitation Syllabus?

So what value does this provide for you? By reading the teaching syllabus, you will learn about the scope of the Facilitation exam questions for FacilitationĀ Foundation and Facilitation Practitioner exams, and thus, which topics (and to what extent) from the official FacilitationĀ Handbook are covered in the exams, and which are not. For example, not everyone knows that the Foundation exam does NOT cover the entire textbook.

Official Handbook

Facilitation - An Art, Science, Skill or All Three Build your expertise in Facilitation

The official APMG Facilitation qualification/exams (Foundation and Practitioner) AND official, accredited Facilitation courses are almost entirely based ONLY on the content covered in the publication below:

  • Title: Facilitation – An Art, Science, Skill or All Three Build your expertise in Facilitation
  • Pages: 235
  • ISBN-10: 0955643503
  • ISBN-13: 978-0955643507
Tony Mann: The Author of the book "Facilitation-An Art, Science, Skill or All Three Build your expertise in Facilitation"

Tony Mann,
Handbook Author

Tony Mann
Official Handbook

Facilitation - A Manual of Models, Tools and Techniques for Effective Group Working

This Handbook covers in much detail models, tools and techniques that are mentioned (some of them in detail) in the previous publication. Simply saying this handbook does not cover the Process IceBerg methodology. Instead focuses attention on models, tools and techniques that can be used during the facilitation process.

  • Title: Facilitation – A Manual of Models, Tools and Techniques for Effective Group Working
  • Pages: 269
  • ISBN-10: 0955643511
  • ISBN-13: 978-0955643514
Tony Mann: The Author of the book "Facilitation-An Art, Science, Skill or All Three Build your expertise in Facilitation"

Tony Mann,
Handbook Author

Tony Mann

APMG's White Paper - The Value of Facilitation

The white paper, “The Value of Facilitation” by Tony Mann, underscores the significance of facilitation as an essential skill in the contemporary business environment. It contrasts two primary decision-making philosophies: authoritative leadership, which directs actions from the top-down, and a more inclusive, facilitative approach that engages stakeholders at all levels. The latter, though more challenging, is shown to foster better decision-making and outcomes.

Key Points Highlighted in the White Paper:

  • The Role of Facilitation:
    • Facilitation is described as a fundamental skill that can identify issues, resolve problems, and encourage productive interaction.
    • It supports organizations by enabling collaborative and participative work environments, essential for making robust decisions.
  • Facilitator’s Skill Set:
    • Facilitators need to balance time, uncertainty, and organizational maturity.
    • They should have a comprehensive toolkit of approaches, models, tools, and techniques to aid decision-making.
    • The importance of selecting the right model/tool to fit the context is emphasized, ensuring the group’s decisions are sound and sustainable.
  • Facilitation Process:
    • Facilitators work with groups rather than individuals, aiding in group dynamics and collective decision-making.
    • They use a systematic approach, often illustrated by models like the Process Iceberg Model, which emphasizes defining clear objectives and tasks to streamline group efforts and minimize conflicts.
  • Formats and Tools:
    • The white paper describes various formats (All, Group, All to One, One to All) that facilitators can use depending on the group’s needs and the nature of the task.
    • Tools like the Feedback Model and the Summarize – Propose – Outcome (SPO) method are highlighted for their effectiveness in facilitating discussions and ensuring comprehensive understanding among participants.
  • Strategic Implementation:
    • The paper advocates for the integration of facilitation into the core culture of organizations to improve efficiency, competitiveness, and stakeholder engagement.
    • There is a call for structured and accredited training programs for facilitators, similar to those available for project managers, to professionalize and standardize the facilitation skill set.

Knowledge Sharing Methods and Tools - A Facilitator's Guide

The “Effective Group Facilitation” document offers detailed guidance on how to facilitate group activities effectively and manage group dynamics. It emphasizes the importance of clear roles within a group, distinguishing the responsibilities of facilitators, members, and recorders. Facilitators are encouraged to create a safe and balanced environment, focusing on process rather than content, and ensuring all members have the opportunity to participate without contributing or evaluating ideas themselves.

The document outlines the definition and principles of facilitation, such as fostering democracy, responsibility, cooperation, honesty, and egalitarianism within a group. Facilitators must maintain ethical behaviour, demystify their role, delegate power, and avoid using the situation for personal gain. The stages of facilitation are detailed, including entry, observation and listening, intervention, and task accomplishment, each with specific tasks and goals.

The Guide also addresses the challenges facilitators may face, offering strategies for handling different personalities and behaviours, such as overly talkative members, hecklers, and those who dominate discussions. It provides troubleshooting tips for common issues that arise during group activities, emphasizing the importance of maintaining control and promoting respectful communication.

Overall, the guide serves as a thorough resource for facilitators, providing practical tips, strategies, and checklists to enhance group facilitation and ensure productive and inclusive group sessions. It underscores the importance of preparation, ethical behaviour, and adaptability in managing group dynamics and facilitating effective meetings.

Liberating Structures Handbook by Group Jazz

The “Liberating Structures Handbook” by Group Jazz is a comprehensive guide designed to help organizations and individuals implement innovative and engaging practices in their meetings and interactions. The handbook introduces various “liberating structures” specific processes or rules – that facilitate creativity, collaboration, and effective communication. These structures range from simple techniques, such as the “One Minute of Silence“, to more complex methodologies/techniques like “World CafĆ©” and “TRIZ.” Each structure is aimed at breaking down traditional hierarchical barriers and encouraging participation from all members of a group.

Key highlights include:

  • Ownership vs. Buy-In: Emphasizes the importance of involving everyone in the decision-making process to create true ownership of ideas and actions.
  • Choosing Space and Aesthetics: Discusses the impact of physical space and aesthetics on group dynamics and productivity.
  • Storyboard and Planning: Suggests using visual storyboards instead of traditional agendas to plan meetings, enhancing collaborative design and participant engagement.
  • Engaging the Unusual Suspects: Encourages inclusion of diverse and unconventional participants to enrich discussions and solutions.
  • Specific Techniques: Details numerous liberating structures like “Knee-to-Knee Conversation,” “Celebrity Interviews,” “Wise Crowds,” and “1-2-4 Whole Group,” providing step-by-step instructions on how to implement them.

Facilitator Tool Kit v2.0 by UW Madison

The “Facilitator Tool Kit v2.0” by the University of Wisconsin-Madison is a comprehensive guide for facilitators, providing tools, methods, and techniques to enhance group planning and improvement projects. It covers the role and responsibilities of facilitators, emphasizing the importance of managing the meeting process rather than the content. The guide outlines strategies for dealing with group dynamics, including stages of group development and conflict resolution. The toolkit includes ideation and consensus-building techniques such as brainstorming, appreciative inquiry, and the focused conversation method. It provides practical advice for conducting effective meetings, ensuring active participation, and handling difficult behaviours.

Project management tools and templates are also included to help facilitators manage projects from inception to completion. Data collection and analysis tools are highlighted, with methods like check sheets, root cause analysis, and importance/satisfaction diagrams to gather and interpret process information. The toolkit also offers decision-making tools, such as criteria matrices and dot voting, to help groups reach informed decisions.

Overall, the toolkit aims to equip facilitators with practical skills and resources to lead groups effectively, ensuring productive and inclusive outcomes.

Short Guides by Seeds for Change

a UK based company offer training, facilitation, online resources and other support for campaigns, community groups and co-operatives.

Download Group Agreements for Workshops and Meetings

Group Agreements for Workshops and Meetings

This guide emphasizes the importance of creating group agreements to ensure effective and respectful interactions in workshops and meetings. Group agreements allow participants to collaboratively establish ground rules that cater to everyone’s needs, enhancing participation and safety.

Download Taking Minutes at Meetings

Taking Minutes at Meetings

This guide provides practical advice on creating effective meeting minutes, emphasizing their importance for recording key decisions, ensuring transparency, and maintaining group cohesion. It outlines steps for taking clear, concise minutes during meetings and offers tips for organizing, verifying, and distributing them afterwards.

Download Facilitation Tools for Meetings and Workshops

Facilitation Tools for Meetings and Workshops

This guide offers a comprehensive collection of tools and techniques designed to enhance participation and effectiveness in meetings and workshops. It covers a wide range of activities, from icebreakers and introductions to methods for increasing participation, evaluating ideas, and addressing complex issues.

Download Working with Conflict in our Groups

Working with Conflict in our Groups

The “Working with Conflict in our Groups” guide by Seeds for Change provides tools and strategies for grassroots activists to understand and address conflict constructively within their groups. It emphasizes that conflict is a natural part of group dynamics and can be an opportunity for growth and improvement.

Download Door-knocking and Stalls

Door-knocking and Stalls

This guide offers strategies for effective face-to-face campaigning, emphasizing the importance of direct conversations to build trust and engage the public. It covers key aspects such as crafting clear messages, listening actively, and adapting communication styles to different audiences.

Download Facilitating Meetings

Facilitating Meetings

This guide provides practical strategies for making meetings effective, inclusive, and enjoyable, emphasizing the importance of good facilitation to ensure productive discussions and positive group dynamics. It covers key facilitation tasks, skills, and techniques, along with tips on creating agendas, managing power dynamics, and incorporating various facilitation roles.

Download Online Decision Making

Online Decision Making

This guide provides strategies for non-hierarchical groups to make decisions effectively online. It addresses the challenges of building relationships, ensuring accessibility, and maintaining involvement in online settings. Key recommendations include structuring group decision-making processes, using facilitation tools, and implementing security measures.

Download Effective Groups

Effective Groups

This guide provides comprehensive advice for creating and maintaining effective, inclusive groups. It emphasizes the importance of clear aims, inclusive decision-making processes, and building strong interpersonal relationships. Practical strategies for organizing, publicizing, and facilitating group activities are detailed, along with tips for managing conflict and power dynamics.

Download Quick Consensus Decision Making

Quick Consensus Decision Making

This guide provides strategies for making consensus decisions quickly in dynamic situations such as protests and actions. It emphasizes the importance of preparation and practice, outlining steps for appointing a facilitator, proposing actions, and using hand signals for efficient communication.

Download Organising Successful Meetings

Organising Successful Meetings

This guide provides practical advice for planning and running effective, inclusive meetings. It emphasizes the importance of clear objectives, good facilitation, and engaging activities to ensure productive discussions and decisions. Key aspects include planning the meeting, choosing a suitable venue, creating an agenda, and employing facilitation tools to enhance participation and focus.

Download Giving and Receiving Feedback

Giving and Receiving Feedback

This guide provides strategies for giving and receiving feedback effectively in non-hierarchical groups, workplaces, and educational settings. It emphasizes clear, respectful communication to enhance skills, accountability, and relationships within groups. The guide includes tips on the timing, content, and delivery of feedback, as well as how to receive feedback constructively.

Download Facilitating Campaign Strategy Planning

Facilitating Campaign Strategy Planning

This guide provides a detailed process for grassroots groups to collaboratively plan their campaign strategies. It covers setting campaign aims, gathering information, creatively brainstorming actions, and developing and reviewing a strategic plan. The guide also includes various facilitation tools to ensure inclusive and effective group decision-making.

Download Active Listening

Active Listening

This guide emphasizes the importance of active listening in social change groups and co-ops, providing practical tips to enhance effective communication. It covers key techniques such as minimizing distractions, truly focusing on the speaker, summarizing their points, and asking clarifying questions to ensure understanding and improve group dynamics.

Download Campaign Strategy

Campaign Strategy

This guide provides comprehensive advice on creating an effective campaign strategy to achieve specific goals, emphasizing the importance of strategic planning and capacity building. It covers setting clear goals, analyzing the context, thinking creatively, and making a plan, along with implementing, reviewing, and adjusting the strategy.

Download Action Planning

Action Planning

This guide provides detailed strategies for planning effective direct actions, emphasizing the importance of clear aims, strategic targeting, and appropriate tactics. It covers key aspects such as group dynamics, logistics, security, and legal considerations, ensuring that actions are safe, impactful, and well-supported.

Download Messaging Strategy

Messaging Strategy

This guide helps campaigners develop a strategic message to effectively communicate their cause. It emphasizes the importance of clear, consistent messaging that reflects the campaignā€™s values and vision, targets specific audiences, counters opponents’ narratives, and utilizes various communication methods and timing to maximize impact.

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Paulo CoelhoWhen he was preparing for the Facilitation exam

It’s been over 20 years in IT. I have more than 200 certifications in IT, InfoSec, management, coaching, mentoring, and training, and this, and that and blah blah blah… who cares? What matters is a practical, hands-on experience… In my case, it’s been 15 years of active engagement in Agile Transformations, Agile Leadership and Governance, as well on the theory side, more than 10 years as an Accredited AgilePMĀ® trainer, SAFeĀ® SPC 4, 5, 6. Additionally, in the case of the DSDMĀ® area, I was privileged to receive the first in Poland DSDM-Agile Trainer-Coach distinction. It was a unique, verbal exam based on my real-life case study of implementing DSDMĀ®. The whole experience was done before the DSDM Consortium commission and AgilePMĀ® authors; in my case, it was Steve Messenger and Andrew Craddock). We (me and my trusty team) were nominated to the 2016 Agile Awards. We were one of the finalists.

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Many great people have helped me along the way, and I want to contribute to the community. I believe that none of it matters if you donā€™t share and help others.

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