Proactive Thinking
I spend a lot of time anticipating what the future might hold.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I maintain broad reading and listening habits to keep abreast of different ideas.
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People who know me would say that I am generally well prepared for change.
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I think through the future implications of all my major actions and decisions.
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I set up a range of useful listening channels to help me know what is going on.
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I develop contingency plans.
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I network widely to keep up-to-date.
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I continuously engage in learning more about myself and others.
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I make sure that I stand back far enough to see the "forest as well as the trees."
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I often think, "How could this be done differently?"
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Life is much easier if we accept that change is inevitable.
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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
I think about what needs to happen step-by-step in making a major transition.
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I establish sequential milestones when I am involved in a change initiative.
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I break down any change project into manageable parts or tasks.
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I try to quantitatively assess the impact of any change on me and on others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I develop specific goals to tackle change projects.
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I carefully assess the risks of change so that they can be managed.
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I assess who is likely to be affected by a change, and by how much.
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I take responsibility for coordinating actions and/or groups of people in change projects.
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I design progress measurement systems and processes for major tasks or projects.
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I carefully identify the major priorities that have to be faced.
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I research issues or situations that I do not fully understand.
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I design thinking and action time into my forward schedule so I can tackle significant change design.
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Involving Others
I encourage people to experiment with the way they perform their work.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I talk to people about change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I seek input from many people when change is likely to occur.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I put myself in other people’s shoes when thinking about the impact of change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I challenge people to think about the future.
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I solicit input from quiet and reserved people and ask for their reactions and views.
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I demonstrate that I value the opinions of others.
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I encourage people to question their assumptions about the future.
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I try to convey the rewards of the change to majority and to minority groups.
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I routinely talk to people informally to learn what they think.
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I seek out opinion leaders and carefully listen to them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
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
I talk about change using analogies and metaphors.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
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   
I try to describe the future for others in many different ways.
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I like to know the most likely outcome before I take action.
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I believe that my choices today can shape what happens tomorrow.
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I like to challenge the set paradigms of people and the organization at large.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I generate several possible scenarios and invite people’s comments.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I spend time thinking about the future.
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People who know me would say that I turn visions into reality.
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When I talk to people I paint visual pictures of what the future could look like.
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I like to generate excitement and enthusiasm about what the future might hold.
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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.
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Communicating Clearly
I listen to people’s issues and concerns in order to shape my communications.
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I think about and carefully develop a plan to communicate change.
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I use clear, simple language to describe what will be required of people in the future.
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I ask as many questions as necessary to get a clear view of what is possible.
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I talk to employees on a regular basis to discuss change issues.
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I do not spread rumors or feed the "grapevine" when major change is imminent.
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I openly give and receive feedback.
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I make sure that we all air our problems and concerns, instead of bottling them up.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I alter my communication style and method, when necessary, to aid clarity.
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I am patient and give people lots of time to ask questions about change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I engage in one-to-one communication and coach people who welcome it.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
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
I encourage people to focus on the benefits of new approaches.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I act as a role model for new and different ways of doing things.
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I am a relatively early adopter of new ideas.
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I help people to recognize the merits of past approaches before we move on.
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I look for opportunities for people to rehearse or pilot different methods and strategies.
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I deal fairly but firmly with long-term resistance to necessary change.
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I am willing to be a pioneer if it helps people make positive changes.
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I work hard to keep people from "burying their head in the sand."
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I identify specific steps to help people transition from old to new ways.
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I describe the downside of sticking with old or outdated methods or approaches.
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I highlight the difficulties that people might encounter if they stick to old ways.
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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
I spend time coaching and helping others through a change process.
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I help people to identify their personal learning styles and preferences.
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I encourage people to reflect on the useful things they have learned.
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I create opportunities for people to practice new methods and ways of doing things.
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I carefully assess what kinds of training or coaching I need, or others need.
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I work hard to create a safe environment, where honest mistakes can be made.
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I ask people directly what they need in the way of support and/or training.
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I quickly find ways to standardize changed methods or practices.
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I seek ways to make new approaches comfortable and easy to adopt.
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I coach people individually to reduce fear or anxiety, whenever necessary.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
I create opportunities for people to learn new things.
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I encourage people to engage in life-long personal learning.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always