Measuring Resistance to Change

    Strongly Agree Agree Neutral Disagree Strongly Disagree
1 The organization's leaders are committed to take whatever steps are necessary to address the concerns of those affected by the change.
 
2 This change is strongly supported by top management.
 
3 The business objectives of the change are clear to everyone involved.
 
4 Those affected by the change do not see it in a negative light. They are very positive.
 
5 Supervisors or first-line managers are committed to the change and support it.
 
6 There is a strong coalition of people who are behind the change and are committed to changing their behavior, methods and procedures to see this succeed.
 
7 The details of this change and how it will affect people processes, budgets, and customers are clearly understood and have been clearly communicated.
 
8 Those affected by the change are accustomed to change and are constantly suggesting new ways to get the job done.
 
9 In the past, management has communicated effectively with those who are affected by change. They do this through group meetings, one-on-one meetings, or newsletters.
 
10 A feedback loop has been established that can be used to communicate concerns expressed at any level to higher levels in the management structure.
 
11 In the past, when changes have been instituted, the concerns expressed by those involved in the change process have been addressed in an honest and collaborative way.
 
12 A program or meeting has been scheduled (or will be scheduled) to help people adjust to the changes brought on by this new initiative.
 
13 This change has not been motivated or affected by organizational politics. It is clear to everyone that what will be done is in the best interest of the company.
 
14 The interests of management and the workforce overlap. Both want what is best for the company.
 
15 The organization and its leaders generally show concern for how changes will affect the workforce, its customers, or its strategic partners.
 
 

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