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."
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2. Change efforts are well thought out here so we can avoid unintended consequences.
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3. People in my organization are comfortable in raising concerns about change.
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4. Some issues related to change in my organization are simply “undiscussable” – nobody seems willing to talk about them.
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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.
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6. We pay close attention to “lessons learned” in our change efforts so we can do better next time.
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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).
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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.
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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.
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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.”
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11. Some of our organization’s “unwritten rules” of behavior (what people actually do) are clearly contrary to the values we claim to embrace.
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12. Our leaders clearly “walk the talk” when it comes to behaviors that support performance improvement.
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13. The change we’re after is top of mind as we plan our daily activities.
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14. When a problem occurs here, the primary emphasis seems to be more about assigning blame than about solving the problem.
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15. Behaviors that support needed change here are explicitly reinforced.
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16. We have a well-defined “scorecard” that helps us know how we’re doing with the needed change.
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17. We do a good job of “minding the gap” between our current performance and where we need to be.
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18. Our organization has been consistently successful in past efforts to implement change.
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19. The people who lead change efforts here are real assets to the efforts and not simply people who happen to be available.
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20. The people who lead change efforts here are not very effective at identifying and managing the inevitable resistance that occurs during change.
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21. The people who lead change efforts here understand both the human and technical aspects of the change.
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22. When change is needed here, the plan for “making it happen” is well conceived and executed.
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23. The training offered here is a big help in boosting people’s capacity for change.
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24. The information we receive from our leaders about change is highly credible.
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25. Some groups in our organization are not very good about collaborating with other groups.
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