Organisational Change Assessment

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Organisational Change Assessment

Change in any organisation never happens in a vacuum.

Many organisations have been lured into initiating change without fully appreciating the perceptions about change that exist in the minds of its members. These organisations have failed to understand that people’s impression of change is based on personal experience – “I’ve seen it all and I know what to expect”.

Change strategies and plans, however well thought through, can never fully remove the historic distortions and misconceptions that might exist in the minds of initiators and the recipients of change alike. So, special efforts must go into dealing with past issues before any new change can be successfully implemented.

This initial assessment of key factors that drive negative perceptions is used in the Integrated Organisational Change approach and will enhance the probability of success of any change initiative

INSTRUCTIONS

Based on your experience of organisational change in the past , you are required to rate each of the following statements with a score that most closely matches your experience. A rating scale is provided for each statement, where 1 = very different to my perception of the organisation and 10 = strongly matches my perception of the organisation.

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Name of Company:

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1. Change is regarded with confusion and skepticism because change goals are not aligned to the vision of the organisation

1 2 3 4 5 6 7 8 9 10

2. Commitment to change is poor because of change goals that are inconsistent with the values of the organisation

1 2 3 4 5 6 7 8 9 10

3. Leaders in the organisation allow others to demonstrate the change in the workplace without getting involved themselves

1 2 3 4 5 6 7 8 9 10

4. Creative thinking is ignored and risk-taking discouraged because of a focus on finding problems and scapegoats

1 2 3 4 5 6 7 8 9 10

5. Staying on track with change goals is poor because it has been unclear who has authority and responsibility for getting things done

1 2 3 4 5 6 7 8 9 10

6. Change decisions in the organisation have to be navigated through rigorous approval processes however long it takes

1 2 3 4 5 6 7 8 9 10

7. Management tend to have a history of responding to every-day problems and losing focus on important projects

1 2 3 4 5 6 7 8 9 10

8. Managers who do not understand or agree with changes frequently ask others to take over implementation

1 2 3 4 5 6 7 8 9 10

9. People rarely express an opinion about the change and how it affects them because of a lack of encouragement or interest by managers

1 2 3 4 5 6 7 8 9 10

10. People feel marginalized in the change process and are seldom involved in decisions about the change

1 2 3 4 5 6 7 8 9 10

11. Change goals emphasise compliance rather than commitment from the organisation

1 2 3 4 5 6 7 8 9 10

12. The actions for achieving change goals are poorly understood and practiced during implementation

1 2 3 4 5 6 7 8 9 10

13. Change initiatives have been characterised by a strong focus on group achievement and avoiding efforts being deflected by other groups (and divisions)

1 2 3 4 5 6 7 8 9 10

14. Time for operations continues as usual with some set aside for carrying out change actions and plans

1 2 3 4 5 6 7 8 9 10

15. This organisation’s poor history of change make people expect little to happen when new changes are initiated

1 2 3 4 5 6 7 8 9 10

16. In this organisation, managers attempt to make themselves and their departments look good rather than achieve the change goals

1 2 3 4 5 6 7 8 9 10

17. The organisation’s use of committees and task forces have been ineffective for implementing change efforts

1 2 3 4 5 6 7 8 9 10

18. Management at all levels have a poor history of getting day-to-day tasks done

1 2 3 4 5 6 7 8 9 10

19. Previous change initiatives have been poorly communicated leaving people unclear about how it affects them and what they should do differently

1 2 3 4 5 6 7 8 9 10

20. The organisation has avoided applying negative consequences for failure to achieve change goals.

1 2 3 4 5 6 7 8 9 10

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