Change Approach QuestionnaireTranscend

How successful are your approaches to change? A 10 minute test.

Complete this short but testing questionnaire to find out how you currently approach change in your organisation. Your results will be calculated automatically and you will be able to map your approach to our Change Approaches Framework

1.
a) Change is nearly always initiated and directed by a small group at the top
b) Change if often initiated locally - at the “frontline” of the organisation
c) Change can start at different places in the system – including small groups
d) Change is usually initiated at the top, but for local application and adaptation

2.
a) Change is viewed as straightforward – and largely dependent upon fixing the separate parts
b) Change is viewed as straightforward and predictable – “the top knows best”
c) Change is viewed as non-controllable and self organised – lots of small changes will lead to big change
d) Change is viewed as systemic and complex – everything is connected and can be put into a framework

3.
a) A step by step approach to change is used rather than a “grand plan”
b) The top focus on providing a strategic steer of the business and addressing underlying limiting factors that inhibit change
c) Toolkits are designed centrally with the ability for local adaptation to local business objectives
d) Clear recipes are provided by the top for each stage of the change

4.
a) Both the “what” and the “how” of change are centrally determined by the top
b) The “what” is centrally determined, but the “how” can be determined according to local circumstances
c) Voluntary participation from novel mixes of people is invited in determining the process and intent of the change – the “what” and the “how” is, therefore, not defined
d) The 'centre' may determine the "what" (with others involved in helping make sense of it); a wide range of engagement processes may be used to involve people in the "how" of the change process.

5.
a) Significant effort is put into developing skills in sense making, dialogue and meaning construction
b) Significant effort is put into building change capability into key groups within the organisation e.g. sponsors, change agents etc.
c) Change capability building carries little focus or attention, and is seen as “project management”
d) Effort is put into training people in the use of key change tools and methodologies

6.
a) The top provide clear direction based upon their diagnosis of the situation
b) The top establish a loose direction and a few “hard rules” for people’s behaviour
c) The top architect the overall change process using models and frameworks
d) The top tightly define direction & content, but the detail is left to local management

7.
a) Communication involves a high profile launch, but ongoing communication is largely left to local management
b) There is a strong emphasis on dialogue, listening and 2 way communication
c) Information is cascaded from the top in tightly aligned messages
d) Narrative and storytelling are positively encouraged across the organisation

8.
a) Accountability for change lies with local management within well defined parameters from the centre or top
b) The top are clearly accountable for “rolling out” the change from the centre
c) The top are clearly accountable for the change, but stay open to shifts based upon others’ views and inputs
d) The top promote the development of lateral connections and informal networks that create the conditions for “bottom up” change

9.
a) Control of the change process uses both formal project management and informal groups including change agents
b) A high degree of self organisation and improvisation is encouraged on the basis that “order follows chaos”
c) Control is exercised exclusively through a formal programme management structure
d) Control is exercised through the provision of centrally designed toolkits with support provided for local implementation

10.
a) The change approach is characterised by carefully designed pilots that are then extended to the total system
b) The change approach is characterised by local innovation within well defined parameters
c) Change is characterised by a step by step approach to build momentum – local trials and experiments are encouraged
d) The change approach is based around a few simple interventions

11.
a) We provide the tools – our people will solve the problem
b) We productively agitate and create tension– change will come
c) We trust our people to find the solution with us
d) It is top managements’ job to drive the change

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Who we work with

We work at senior levels, internationally, with a diverse group of large private and public sector organisations.

Knowledge

Learn as an organisation and as an individual. Knowledge is a by-product of change and an imperative if you want lasting change.