Change Management 

As the pace of change seems to grow ever faster, in organizational as well as personal life, we need to not only develop our skills as individuals but, where possible, help others to manage their own change challenges. The Change Management Effectiveness Profile provides a comprehensive process for assessing an individual’s capacity to handle minor or major change. This is done by measuring change management ability in seven categories as follows:

  • Proactive Thinking
  • Preparation for Change
  • Involving Others
  • Visualizing the Future
  • Communicating Clearly
  • Breaking from the Past
  • Consolidating New Learning

Instructions

The Change Management Effectiveness Profile is a self-scoring instrument, designed to help individuals understand more about their skills relative to this critical area.

A brief explanation of each competency is provided under each respective heading.  The statements for each competency should be viewed as "aspirational" goals.  In other words, the twelve statements for each competency describe not only the competency, but what you should "almost always" do in order to be effective.

Please complete this questionnaire as honestly as possible. It can help you improve your ability to manage change more effectively. 

View the System Requirements for this assessment.

Proactive Thinking
Proactive Thinking is the ability to maintain a conscious awareness of events and situations around you, and be ready to take action when you see change on the horizon. It asks the question: "To what extent do you regularly reflect upon what might happen in the future, and make small adjustments now to be as well prepared as possible?"
1. I spend a lot of time anticipating what the future might hold.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
2. I maintain broad reading and listening habits to keep abreast of different ideas.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
3. People who know me would say that I am generally well prepared for change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
4. I think through the future implications of all my major actions and decisions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
5. I set up a range of useful listening channels to help me know what is going on.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
6. I develop contingency plans.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
7. I network widely to keep up-to-date.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
8. I continuously engage in learning more about myself and others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
9. I make sure that I stand back far enough to see the "forest as well as the trees."
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
10. I often think, "How could this be done differently?"
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
11. Life is much easier if we accept that change is inevitable.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
12. I believe that past lessons can help us understand what might happen in the future.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Organization for Change
Organization for Change is the extent to which you take coordinated action to organize yourself and others to tackle small or large-scale change when it arrives. It asks the question: "How effectively do you build a well-structured and comprehensive plan to ensure that you are ready to respond to change positively?"
13. I think about what needs to happen step-by-step in making a major transition.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
14. I establish sequential milestones when I am involved in a change initiative.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
15. I break down any change project into manageable parts or tasks.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
16. I try to quantitatively assess the impact of any change on me and on others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
17. I develop specific goals to tackle change projects.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
18. I carefully assess the risks of change so that they can be managed.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
19. I assess who is likely to be affected by a change, and by how much.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
20. I take responsibility for coordinating actions and/or groups of people in change projects.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
21. I design progress measurement systems and processes for major tasks or projects.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
22. I carefully identify the major priorities that have to be faced.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
23. I research issues or situations that I do not fully understand.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
24. I design thinking and action time into my forward schedule so I can tackle significant change design.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Involving Others
Involving Others concerns the success of your efforts to talk and consult with others, to both gain and impart useful information. It asks the question: "How well do you network with people to understand or learn about their feelings, and give and solicit ideas about handling change?"
25. I encourage people to experiment with the way they perform their work.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
26. I talk to people about change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
27. I seek input from many people when change is likely to occur.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
28. I put myself in other people’s shoes when thinking about the impact of change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
29. I challenge people to think about the future.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
30. I solicit input from quiet and reserved people and ask for their reactions and views.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
31. I demonstrate that I value the opinions of others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
32. I encourage people to question their assumptions about the future.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
33. I try to convey the rewards of the change to majority and to minority groups.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
34. I routinely talk to people informally to learn what they think.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
35. I seek out opinion leaders and carefully listen to them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
36. I make it a priority to talk to people when major change is on the horizon.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Visualizing the Future
Visualizing the Future is the extent to which you spend time thinking about the medium and long-term future in order to identify a positive and compelling vision of what could be. It asks the question: "How well do you anticipate and find ways to describe what may happen in the long term to many people creatively or inspirationally?"
37. I talk about change using analogies and metaphors.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
38. I have a picture in my mind of what a specific change will look like when it is complete.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
39. I try to describe the future for others in many different ways.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
40. I like to know the most likely outcome before I take action.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
41. I believe that my choices today can shape what happens tomorrow.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
42. I like to challenge the set paradigms of people and the organization at large.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
43. I generate several possible scenarios and invite people’s comments.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
44. I spend time thinking about the future.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
45. People who know me would say that I turn visions into reality.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
46. When I talk to people I paint visual pictures of what the future could look like.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
47. I like to generate excitement and enthusiasm about what the future might hold.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
48. I like to think about the best possible outcomes, and then work backwards to see what we have to do now to try to achieve those outcomes.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Communicating Clearly
Communicating Clearly concerns your efforts to describe change in simple language, and in understandable and appealing ways for every individual and change-stakeholder group. It asks the question: "How plainly do you make yourself understood in talking about change at every level?"
49. I listen to people’s issues and concerns in order to shape my communications.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
50. I think about and carefully develop a plan to communicate change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
51. I use clear, simple language to describe what will be required of people in the future.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
52. I ask as many questions as necessary to get a clear view of what is possible.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
53. I talk to employees on a regular basis to discuss change issues.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
54. I do not spread rumors or feed the "grapevine" when major change is imminent.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
55. I openly give and receive feedback.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
56. I make sure that we all air our problems and concerns, instead of bottling them up.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
57. I alter my communication style and method, when necessary, to aid clarity.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
58. I am patient and give people lots of time to ask questions about change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
59. I engage in one-to-one communication and coach people who welcome it.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
60. I communicate the core change messages in as many ways as necessary to create full and widespread understanding.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Breaking from the Past
Breaking from the Past concerns the extent to which you can successfully ease yourself and others away from the familiarity of past approaches and toward the benefits of the "new order". It asks the question: "How effectively do you draw a firm line beween the past and future in order to make a visible transition for others to see?"
61. I encourage people to focus on the benefits of new approaches.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
62. I act as a role model for new and different ways of doing things.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
63. I am a relatively early adopter of new ideas.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
64. I help people to recognize the merits of past approaches before we move on.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
65. I look for opportunities for people to rehearse or pilot different methods and strategies.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
66. I deal fairly but firmly with long-term resistance to necessary change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
67. I am willing to be a pioneer if it helps people make positive changes.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
68. I work hard to keep people from "burying their head in the sand."
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
69. I identify specific steps to help people transition from old to new ways.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
70. I describe the downside of sticking with old or outdated methods or approaches.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
71. I highlight the difficulties that people might encounter if they stick to old ways.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
72. After a fair amount of time, I ask people to stop wallowing in the past, and move on.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Consolidating New Learning
Consolidating New Learning concerns the extent to which you actively engage in personal learning and offer to coach others in handling change by "taking the plunge" in a safe environment. It asks the question: "How well do you create an environment in which people feel comfortable to take on or learn new skills and behaviors without fear or trepidation?"
73. I spend time coaching and helping others through a change process.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
74. I help people to identify their personal learning styles and preferences.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
75. I encourage people to reflect on the useful things they have learned.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
76. I create opportunities for people to practice new methods and ways of doing things.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
77. I carefully assess what kinds of training or coaching I need, or others need.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
78. I work hard to create a safe environment, where honest mistakes can be made.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
79. I ask people directly what they need in the way of support and/or training.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
80. I quickly find ways to standardize changed methods or practices.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
81. I seek ways to make new approaches comfortable and easy to adopt.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
82. I coach people individually to reduce fear or anxiety, whenever necessary.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
83. I create opportunities for people to learn new things.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
84. I encourage people to engage in life-long personal learning.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   

* Required Fields
* First Name
* Last Name
Telephone Number
* E-Mail Address
   
Choose your own User Name and Password
for when you log in to your account.

* User Name
* Password
* Verify Password 
 
 
 



Online Assessments
"Change Management EffectivenessTM is a trademark of HRD Press. Used with permission."  
Privacy Policy  || Disclaimer  || System Requirements || Help Desk/Technical Support