Change Readiness Diagnostic

“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in it success, than to lead the introduction of a new order of things.”

 

Niccolo Machiavelli

The Prince (1532)

Leading successful change

 

Organisational change programs, as the quotation suggests, are usually both complex and uncertain. The successful leader will endeavour to manage the complexity, by breaking the change program down into “bite” or “brain” sized chunks, and reduce the uncertainty, by clearly understanding where the organisation is “starting from”, and then planning accordingly. If potential risks to the program can be identified in advance, then appropriate action plans may be developed to address them.

Knowing where the people are

 

When introducing a change those affected will usually range from being very resistant to very receptive to the proposal, with the “reluctant” majority typically sitting somewhere in between - waiting to see how it progresses.  A common mistake when endeavouring to move the organisation forward is to apply the same change tools and techniques universally throughout the affected group. For example, attempting to motivate people, who are resistant to the proposed change without first working on reducing their resistance, is only likely to increase their “Push Back” and thereby make it more difficult to succeed. Knowing where people are starting from will assist leaders make the right choices when developing their action plans. In this way the likelihood of success will be increased.

Using a Change Readiness Diagnostic

 

The Change Readiness Diagnostic, CRD, is an attitudinal-based questionnaire that examines seven  dimensions, three ‘resistance’ and four ‘motivational’, of organisational change capability. It may be used as a stand-alone diagnostic or in parallel to any communication/data gathering workshops that are being run at the commencement of the program.

The data obtained from the CRD may be used to:

           1. Develop an overall organisational profile, and also

           2. Highlight the areas requiring attention across the seven indicators:

·   Feeling, Experience, Environment, the resistors, and

·   Leadership, Incentives, Planning and Sense of involvement, the motivators.

In addition the data may also be used to compare the organisation to others of a similar size and, where appropriate, ones in a similar industry sector.

The CRD survey tool, developed from innovation and change management research derived from several hundred organisations and may be paper based or provided over the Internet.

Pricing

 

The fee for conducting a Change Readiness Survey and preparing the management report is:

£5000 + £0.50p per respondent + travel expenses +VAT.

Improving performance by the application of creativity, innovation and change leadership

The Learning Cup