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APPLICATION Some organisational changes go smoothly, while others feel as though they are doomed from the start. While there is always unforeseen events and unavoidable situations that affect how a particular transition unfolds, there are also some general factors that make a transition go more or less smoothly. There are things that encourage people to let go of the old way of doing things; and other things that help people get through the uncertainties between the letting go and the beginning anew; and, finally, other things that make it easier for people to embrace the new way readily. This assessment tool can be used in many different ways. An individual who wants a quick take on the organization's readiness can fill it out and get either reassurance or deeper concern from the results. But that is only one person's view; so consider giving it to a cross-section of people. How many? It depends on your purpose. If you are really trying to measure the climate in an organization before anything is done--and then comparing it to the results after transition-management actions have been taken--you'll probably want as many raters as you can get. But if your concern is just to demonstrate that people are showing some significant wear and tear from the transition that they are going through, then a carefully chosen cross-section dozen or two subjects may suffice. However many participate, everyone should answer the questions from his or her own point of view. The views expressed here are individual--which is one reason that it may be useful to take them from multiple, and even divergent, perspectives. Anyone answering it should be honest and should resist the temptation to give an expected or the-way-it-ought-to-be answer. It is meant to give you a snapshot of how things are now, not how they'll be when everything falls into place. Significant organisational change should be regarded in the same way as major surgery: it will debilitate the organisation in the short term and a period of convalescence will be required following the implementation of the changes before the organisation recovers its former operational form. WHAT TO HOPE FOR Responses clustered to the left (1’s and 2’s)), suggest that the organisation has managed change effectively in the past. It is reasonable to expect that the organisation has acquired process skills, which will assist individuals in the process of transition.

WHAT TO WATCH FOR Clusters of responses to the right (6’s and 7’s) suggest that people have experienced mismanaged change processes in the organisation. These people will be especially wary of new changes. It is as well to recognise that if this cluster pattern occurs, particular care should be taken to plan the proposed changes and support the personal transitions that they entail. Specific responses, which indicate an adverse change history, that occur frequently (on several forms) should be carefully analysed. There is a high probability that they indicate an area of organisational vulnerability for change and transition. OUTCOME PROCESSES It may be valuable to plot the results of individual scores on a matrix to establish trends.

Readiness for Change Diagnosis
1 3 6 2 4 5 7 Disagree Agree Agree Disagree Agree Neutral Disagree Strongly Strongly Slightly Slightly In answering the statements, try to be as honest as you can. This is not a test. There are no right and wrong answers. The only correct answer is what you decide for yourself. Circle the number that represents your reaction to each statement. Statement 1 Most people think that the change in question is a 1 2 3 4 5 6 7 necessary one 2 Most people agree that—given the situation—the 1 2 3 4 5 6 7 change represents the best way of dealing with it 3 The organisation's leaders have shown that they 1 2 3 4 5 6 7 are committed to the change 4 In general, the middle managers are behind the 1 2 3 4 5 6 7 change 5 So are the supervisors or first-line managers 1 2 3 4 5 6 7 6 The details of the change are being communicated to those who will be affected as quickly as it is 1 2 3 4 5 6 7 practical to do so 7 There are effective ways for employees to feed back their concerns and questions about the 1 2 3 4 5 6 7 change 8 And those concerns and questions have, thus far, been responded to in a pretty honest and timely 1 2 3 4 5 6 7 way 9 There aren't a lot of old scars or unresolved issues 1 2 3 4 5 6 7 around here 10 The organisation has a history of handling change 1 2 3 4 5 6 7 pretty well 11 The organisation's leadership has a history of doing 1 2 3 4 5 6 7 what it says it will do 12 And of saying what it is going to do before it does 1 2 3 4 5 6 7 it 13 I think that if this is what the leadership wants to 1 2 3 4 5 6 7 do, that they can pull it off successfully 14 Decisions generally get made in a timely fashion 1 2 3 4 5 6 7 around here 15 When people get new roles or tasks, they can 1 2 3 4 5 6 7 usually count on getting the training and coaching

Readiness for Change Diagnosis
1 3 6 2 4 5 7 Disagree Agree Agree Disagree Agree Neutral Disagree Strongly Strongly Slightly Slightly that they needed to do them 16 When faced with new and challenging situations, the organisation forgets turf-issues and gets 1 2 3 4 5 6 7 problems solved 17 It is safe to take an "intelligent" risk in this organisation; failure in a good cause or for a good 1 2 3 4 5 6 7 reason isn't punished 18 There is a pretty widely understood vision of what the organisation is seeking to become and to 1 2 3 4 5 6 7 accomplish 19 20 21 22 23 24 While the higher-ranking people obviously get paid more, we feel like we're all in this thing together People's commitment to their work here is as high as it was a year ago Although the pace and extent of change around here is great, it is also workable Management generally practices what it preaches There is basically no argument about what the organisation's problems are around here The organisation’s leadership generally shows an awareness of and concern for how change will affect the rest of us People generally understand how things will be different when the change is finished 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7


Critical Five Readiness Factors
The five best factors (1’s and 2’s) Question Question Question Question Question The five most critical factors (6’s and 7’s) Question Question Question Question Question

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