1. When change is necessary in my organization, employees are appropriately involved in open discussions about the “why,” “when,” “who,” “where,” and “how” issues related to the change."
2. Change efforts are well thought out here so we can avoid unintended consequences.
3. People in my organization are comfortable in raising concerns about change.
4. Some issues related to change in my organization are simply “undiscussable” – nobody seems willing to talk about them.
5. It’s no big deal when people fail to deliver on expected results in my organization because there doesn’t seem to be much of a consequence.
6. We pay close attention to “lessons learned” in our change efforts so we can do better next time.
7. In managing change, our leaders seem to emphasize compliance (just get everyone to do it) rather than real commitment (helping people become genuinely engaged).
8. Our organization’s change efforts have effective cascading sponsorship – it’s not just people at the top who provide support for change, but many others throughout the organization.
9. Our mid-level managers and supervisors are very good at connecting the dots between our everyday work and the change we’re asked to help bring about.
10. Some of our people pay only lip service to the organization’s change efforts – sort of operating on the basis of “this too shall pass.”
11. Some of our organization’s “unwritten rules” of behavior (what people actually do) are clearly contrary to the values we claim to embrace.
12. Our leaders clearly “walk the talk” when it comes to behaviors that support performance improvement.
13. The change we’re after is top of mind as we plan our daily activities.
14. When a problem occurs here, the primary emphasis seems to be more about assigning blame than about solving the problem.
15. Behaviors that support needed change here are explicitly reinforced.
16. We have a well-defined “scorecard” that helps us know how we’re doing with the needed change.
17. We do a good job of “minding the gap” between our current performance and where we need to be.
18. Our organization has been consistently successful in past efforts to implement change.
19. The people who lead change efforts here are real assets to the efforts and not simply people who happen to be available.
20. The people who lead change efforts here are not very effective at identifying and managing the inevitable resistance that occurs during change.
21. The people who lead change efforts here understand both the human and technical aspects of the change.
22. When change is needed here, the plan for “making it happen” is well conceived and executed.
23. The training offered here is a big help in boosting people’s capacity for change.
24. The information we receive from our leaders about change is highly credible.
25. Some groups in our organization are not very good about collaborating with other groups.
