Readiness Assessment Instructions

The Change Readiness Assessment may be used at any time during a change project. Whether you're
just starting out or in the middle of a project, the assessment will help identify key areas of
opportunity to improve readiness. In fact, take the assessment at intervals to see progress over time.

Also, you will find it helpful to have multiple team members take the assessment and then compare
and aggregate the results. You'll gain a more accurate sense of readiness and spark some fruitful
conversations about areas of agreement and disagreement.

Instructions for completing the assessment:

1. Go to the Readiness Assessment tab in this worksheet.

2. For each element/row, read each of the four statements.

3. Select the statement that best describes you, your organization, or your change initiative.
4. Choose from the 3 ratings at the top of the column (1-3, 4-6, 7-9, 10-12) to further refine how
well you align to the description for this element. The higher number means better alignment to the
statement.
5. Enter the rating in the Score column to the right of each row.
6. Complete the steps for all elements to calculate your change readiness score.

Score:

Your total readiness score shows the overall maturity of your change initiative. The total of your
ratings is converted to a score from 0 to 100.

The readiness score by type (individual, organizational, project, or change agent) shows which areas
are strongest, and where you could focus to boost overall readiness. See the chart tab for a visual
summary by type.

Read the accompanying document, Four Types of Change Readiness, for tips on how to increase
readiness for each type, and for additional resources to help.

Review your scores for the individual elements. For those with low scores, work on developing the
readiness described in the green box (scores 10-12).
 Change Readiness Assessment
Type Element 1 2 3 4 5 6 7 8 9 10 11 12 Score

We've identified the underlying

behaviors and mindsets that will drive
We've identified the results we'd like to We've targeted the processes that need the desired results. We also understand
We're working on identifying the results achieve. We have a vision statement for to improve or change to achieve the the elements of the organizational
Change Clarity we'd like to achieve. There is no clear P
the project that gives a general sense of results. The vision provides a clear sense culture that will help or hinder the
vision for the future. direction. of direction. progress towards change. The vision for
the future is clear, inspirational and
achievable.

The key players who will implement the
change have not been identified. The
Team Roles and project manager, who has little authority
Relationships in the organization, has sole
responsibility for implementing the
change.
The project team has been selected but
clear roles have not been defined. The
responsibility for implementation resides
one level up from the project manager.
Members of the project team
understand their roles in the change. A Members of the project team
understand their roles in the change and
high-level sponsor has been assigned how they will work together to achieve P
responsibility for the project. The
it. A highly-motivated, proactive sponsor
sponsor is active and helpful in removing
is accountable for getting it done.
obstacles.

The project team actively considers the

The project team is focused solely on
delivery. In scope, on time, and on The project team says they understand The project team willingly applies change people side of change. Adoption is a key
Project Team the need for change management, but management principles and activities. indicator of success. Delivery is a
Focus budget are the only measures of success. they continually downplay the need to Delivery is the primary measure of milestone, but the project will not be P
Adoption and consideration for the
"people" side of change are non-existent. conduct change management activities. success with adoption being secondary. considered complete until a critical mass
has changed the way they work.
Project

The project has no budget and affected
departments must absorb any expenses.
Resources The departments are so busy, they will
have to work overtime to implement the
change.
This project has a small budget that will This project has an adequate budget This project has commitment from the
require trade-offs to be made. The allocated. In the affected departments, top to get all the resources it needs to
already busy departments will have to do succeed. The project is given priority, P
other tasks have been relegated to make
the change work when they're done with dedicating people and resources to
room to work on the project.
everything else they have to do. ensure its success.

Training for the change has not yet been
developed, or it consists of sending out
Training documentation on how to do things the
new way. We assume people will read it
and figure out how to do it on their own.
Training exists, but we're having a hard
In addition to training, people have the
time getting people to attend. When they People have volunteered to attend
do, it's only because we made it training related to the change. They ask opportunity to practice and learn from P
each other. There is on-going support in
mandatory. They are grudgingly going questions and are eager to learn. the form of coaching or other help.
through the motions.

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 We primarily rely on newsletters and We use a few different channels We use a variety of channels to Messaging is aligned across many
including town hall meetings to communicate about the change. We channels. We have an audience-focused
email as the means for delivering change communicate about change. It seems we have a message-focused communication communication plan. Managers and
messages along with other organizational
Communication
news. There's not much opportunity for always come up with what to plan. We expect managers and supervisors are sufficiently equipped P
communicate at the last minute. The supervisors to share what they hear with with the information they need to lead
people to provide feedback or ask
questions. primary way for people to ask questions, their direct reports. We initiate two-way conversations and answer questions
if at all, is in front of large groups. communication through surveys. about the change.

People feel a strong sense of

In this organization, people tend to Things get done, albeit slowly. People People feel a sense of accountability for
accountability for achieving results,
Accountability procrastinate, make excuses, and blame don't follow through unless someone achieving tasks. There is a high level of O
regardless of the obstacles that come up.
others for not getting things done. reminds them to do it. commitment for getting things done.
They act as owners of the organization.

Goals and objectives in the organization
are poorly defined. Managers run their
Goal Alignment
departments based on what they think is
important.
Goals and objectives are locally defined
and optimized. This results in
organizational silos with conflicting
priorities.
Departments across the organization are
Departments are working independently
working together to achieve the same O
toward collective organizational goals. goals.

Through their words and actions, Managers appear to support change, but Managers are passing along information Managers actively support and
Organizational

Leadership managers are sending subtle (or not-so- are relying on the project team to do all about the project. Through their words encourage their employees through the
Support subtle) signals that they don't support the work. They aren't engaging the and actions, they indicate support for change and remove obstacles when O
the change. People are abiding by these people who report to them to participate change, but they aren't actively following necessary. They follow up to make sure
cues and choosing not to participate. in the project. up to make sure it gets done. things get done.

The current design (structure, rules,
Organization policies and/or process) of the
Design organization prevents people from fully
adopting the change.
People have to break the rules and work We're in the process of adjusting The organization design (structure, rules,
outside of established processes and structure, rules, policies, and/or process policies, and/or process) is aligned with O
structure to implement the change. to align them with the change. and reinforces the change.

People are trying to break existing

This change represents a completely
different way of working that runs
Culture counter to established norms. We'll have
to try to make the desired change work
inspite of the existing culture.
norms, but the desired behaviors seem
to be inhibited by an invisible force.
People fall back into their old routines as
they encounter pressure to keep things
the same.
The unwritten rules and norms that
maintain the status quo have been
identified, along with ways to address
them. This culture transition is part of
the change management plan.
This change fits well with the way things
are done here. The future state aligns
with current norms. People who are O
currently successful at getting things
done will continue to do so.

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 People across the organization
There is little awareness or agreement on There is some awareness for the need for There is some awareness and agreement understand their contribution to the
the need for change. People are change, but there is little willingness to on the need for change. People
project and why it is important. They
Awareness generally complacent and happy with the do anything different. Few have made understand the rationale for the change know what is expected of them as an I
status quo. Day-to-day activities get most the connection about how it affects them and how it will impact them. They know
of the attention. personally. how to participate. individual. They know what they need to
do differently.

Everyone knows what to do and how to

The skill level required to achieve success Some people are showing the ability to
in the future state is different from what People realize the need to boost their adopt change, while others need more do it. They've demonstrated the ability to
skills and break existing habits to be adopt the change. People have the tools
Skills/Ability it is now. Some existing employees may capable in the future, but have not time and attention to get up to speed. they need to be effective. They are I
not be able to fulfill the new Competence and confidence are
requirements. started developing them yet. improving as they get more practice. confident in their ability to get the job
done.

It's obvious people don't want to People agree the change should happen, People agree that the change should People take initiative to get involved and
happen and take action to make take steps to change on their own. The
participate in this change initiative. They but must be invited to participate.
Individual

Engagement progress. They can see the benefits of change aligns with their values. They I
even seem motivated to stand in the way Competing priorities are winning
implementing the project and are actively strive to achieve the desired
of change. attention, time and resources. committed to achieving them. results.

People are skeptical, and perhaps even People believe the change will achieve
cynical about the change project. They People have their doubts about whether People have their doubts about the the desired results. They trust that
suspect they're not hearing the real story leadership can or will follow through change, but they're willing to try. They leaders have their best interests at heart
with this change project, and they believe leaders have good intentions.
Trust behind the change, and expect the worst. and will support them through the I
They've seen this all before, and last time approach it cautiously. There's been a Past projects haven't been perfect, but challenges of change. They trust their
history of "flavor of the month" projects they've turned out ok in the end when
it didn't turn out well. They can't rely on that get started and then abandoned. everyone works together. colleagues to do their part to make it
their colleagues to do their part. happen.

People are overwhelmed by how much
change is going on at once. The best
Resilience employees are leaving and others are
withdrawn. The stress of change is more
than many can handle.
The amount of change happening is The amount of change happening at once
causing some stress. People are reacting The amount of change happening at once is manageable. People know that
is almost manageable. People are coping
to change with negative emotions. Some everything will work out, regardless of I
work is delayed or not done as people try with change, leaning in instead of what happens in the short term. They are
to cope. checking out. hopeful and resilient.

I don't really care about the success of I'm only implementing this project I'm committed to implementing the I strongly believe in this change project.
Personal this project. I'm biding my time until I can because it's my job. I'm not invested in project for the sake of doing a good job. I It's my project and I'll do whatever it
takes to see it through to completion, C
Commitment find another job that is more interesting getting it done besides collecting my pay enjoy doing the work of change
including taking personal risks and being
and has a better likelihood of success. check. management, regardless of the project.
uncomfortable.

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e Agent
 I've read some books about change,
leadership, and influence and have a
I don't have any experience with or basic understanding of how change
Change knowledge knowledge of implementing change. I'm works in organizations. In my work
really just winging it. experience, I have had to influence
people to adopt new ideas or ways of
doing things.
Change Agent
I've taken classes in the area of change I have many years of experience
management, and have immersed myself
in learning about topics like influence
and leadership. I've had the opportunity
to apply change management
methodology on a small set of change
projects.
implementing change across a number of
types of projects and organizations. I
C
have a degree in a field related to change
management, or I've been certified as a
change management professional.

I identified potential sources of

I assume that everyone should be as
Resistance excited about this project as I am. If
Approach anyone does demonstrate resistance, I
just keep going without them.
When I encounter unexpected
resistance, I overcome it by
strengthening my argument, getting the
boss involved, or other strong-arm
tactics.
I know resistance is a natural reaction to
change. I seek to understand resistance
when it happens, knowing that if I listen
and support people, we can get through
it together.
resistance before implementation, and
modified the project design to avoid C
causing resistance in the first place.
When I do encounter it, I seek to
understand and help people through it.

I'm new to this organization or
department, so I'm starting from scratch
Influence building new relationships and
establishing authority in my area of
expertise.
Although the people in my department
respect me, people outside my
department don't really know my
capabilities. I have trouble speaking up in
meetings, and when I do, people don't
always listen.
I have cordial relationships with the
people I work with. I speak with
confidence with people at my
organization level, but in meetings with
leaders, my ideas are often ignored or go
unsaid.
I have strong, trusting relationships with
the people I work with. I have a
reputation for following through and
getting things done. I speak with C
confidence, and leaders with more
authority listen to my advice.

Overall Score: Complete all rows for score Readiness Scores by Type:
0-25 Not ready for change Project 0 ###

26-50 Somewhat ready for change Organization 0 ###

51-75 Moderately ready for change Individual 0 ###

76-100 Very ready for change Change Agent 0 ###

Overall Score Complete all

rows for
score

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 Change Readiness Assessment

Project

Organization

Individual

Change Agent

Overall Score

0 10 20 30 40 50 60 70 80 90 100
Customize Your Readiness

What does it really mean for your change initiative to be ready? The Change Readiness Assessment
describes generic conditions. Now is your opportunity to come up with readiness conditions that are
specific to your initiative, your organization, your team. For each of the readiness elements, describe
in detail what change readiness means for you.

Type Element Description of "Ready"

Change Clarity

Team Roles and

Relationships

Project Team Focus

Project

Resources

Training

Communication

Accountability
onal
 Goal Alignment
Organizational

Leadership Support

Organization Design

Culture

Awareness

Skills/Ability
Individual

Engagement

Trust

Resilience
 Personal Commitment

Change knowledge
Change Agent

Resistance Approach

Influence