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    Interactive assessment

    Change Readiness Scan

    Assess how ready you, your team, and your organisation are to navigate significant change, identifying the specific conditions needed for transformation to succeed.

    Seventy per cent of change initiatives fail to achieve their intended outcomes, not because the strategy is wrong, but because the human conditions for successful change are absent (McKinsey, 2025). This scan assesses change readiness across four dimensions: your personal mindset, your team dynamics, your organisational conditions, and your leadership confidence. The result is a clear picture of where change energy exists and where resistance or fragility will slow you down.

    Questions or items
    20 questions or items
    Completion time
    Around 10 minutes
    Dimensions
    Personal Change Mindset, Team Dynamics, Organisational Conditions, Leadership Confidence
    What you receive
    Personalised results with result bands, section scores and development guidance.

    What it covers

    • Personal Change Mindset
    • Team Dynamics
    • Organisational Conditions
    • Leadership Confidence

    Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree). Answer based on the current state of a specific change initiative you are involved in, or your organisation's general capacity for change.

    Results: Personalised results with result bands, section scores and development guidance.

    How this interactive diagnostic works

    Read what it covers here first. Nothing is saved or sent until you continue. Your result is calculated once every required item is answered.

    If it asks for your first name and work email, you enter them in the diagnostic itself. This page sends nothing.

    Statements in this diagnostic

    Statements are grouped by section. Answer each one for the situation named in the instructions, using the scale shown.

    Personal Change Mindset

    Your individual orientation toward change, whether you approach it with curiosity and confidence or anxiety and resistance.

    1. I approach significant change with curiosity about what I might learn rather than anxiety about what I might lose
    2. I can hold uncertainty without needing to resolve it prematurely, I am comfortable not having all the answers
    3. I actively look for the opportunity within change rather than focusing primarily on the disruption it causes
    4. I have a track record of adapting effectively to significant changes in my role or organisation
    5. I help others around me see change as manageable and meaningful, even when it is difficult

    Team Dynamics

    The extent to which your team has the relationships, safety, and collaboration needed to navigate change together.

    1. My team has strong enough relationships and trust to navigate disagreement about how to approach change
    2. Team members support each other through difficulty rather than becoming protective of their own interests when change is imposed
    3. My team has demonstrated genuine adaptability in the past, we have successfully navigated change together before
    4. There is enough psychological safety in my team for people to voice concerns about the change without fear of being dismissed
    5. My team has clarity about its core purpose, which helps us stay aligned even when the specific work or structure changes

    Organisational Conditions

    Whether the wider organisation has the culture, structure, and support needed to enable successful change.

    1. Senior leaders in my organisation model the change they are asking others to make, they don't just announce it
    2. There is genuine two-way communication about this change, people feel informed and heard, not just told
    3. The organisation has the capacity and bandwidth to absorb this change without simply adding it to an already overloaded system
    4. Previous change efforts in this organisation have generally been well-managed and followed through
    5. People in this organisation believe the change is genuinely necessary and worthwhile, not just imposed for the sake of it

    Leadership Confidence

    Your confidence in your own capability to lead others through this change effectively.

    1. I feel confident in my ability to lead my team through this change without losing people along the way
    2. I can make the case for this change in a way that is compelling and meaningful to the people I lead
    3. I know how to support people who are struggling with the change without simply pushing them harder
    4. I can maintain momentum on the change even when progress is slow or setbacks occur
    5. I have the coaching and development support I need to lead this change well

    How the result is read

    Your answers are totalled for each section and overall. Each total falls into one of the bands below.

    • Low Readiness, 20 to 45: Your scan suggests significant gaps in change readiness across multiple dimensions. This doesn't mean the change can't succeed, but it does mean that investing in the human conditions for change is as important as the technical and structural elements. Prioritise the lowest-scoring dimension immediately.
    • Partial Readiness, 46 to 65: You have some change readiness foundations, with clear variation across dimensions. Some areas are strong, others fragile. The risk is that progress in strong areas masks vulnerability in weaker ones. Focus development attention on your lowest section, it is likely to be the constraint on overall change success.
    • Good Readiness, 66 to 82: You demonstrate good change readiness overall. The conditions for successful change are largely in place. The risk at this level is complacency, maintaining readiness as the change unfolds and the pressure on people accumulates is as important as the initial conditions.
    • Strong Readiness, 83 to 100: Strong change readiness across all dimensions, you have the human conditions for successful transformation largely in place. Your focus now is maintaining this through the inevitable friction of implementation, and using your change capacity to bring less-ready parts of the organisation along.

    Sources named in this diagnostic

    • Kotter, J.P. (2012) Leading Change. 2nd edn. Boston, MA: Harvard Business Review Press.
    • McKinsey & Company (2025) The State of Organizations 2025. New York: McKinsey Global Institute.
    • Prosci (2024) Best Practices in Change Management. 12th edn. Fort Collins, CO: Prosci.
    • World Economic Forum (2026) The Human Advantage: Stronger Brains in the Age of AI. Geneva: WEF.

    Where to take the next step

    Our change management programmes equip leaders and teams with practical skills for navigating complex change.

    Explore Change Management Training

    Frequently asked questions

    What does the Change Readiness Scan measure?

    Seventy per cent of change initiatives fail to achieve their intended outcomes, not because the strategy is wrong, but because the human conditions for successful change are absent (McKinsey, 2025). This scan assesses change readiness across four dimensions: your personal mindset, your team dynamics, your organisational conditions, and your leadership confidence. The result is a clear picture of where change energy exists and where resistance or fragility will slow you down.

    How many questions are in the Change Readiness Scan?

    It contains 20 questions grouped into 4 dimensions: Personal Change Mindset, Team Dynamics, Organisational Conditions, Leadership Confidence.

    How is the Change Readiness Scan scored?

    Responses are totalled within each section and across the diagnostic, and each total falls into a result band.

    What happens after I complete the Change Readiness Scan?

    Once the required items are answered, you enter your first name and email to see your results: an overall interpretation, section scores and development guidance.

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