1.5 - About University

5.3 A SSESSING R EADINESS FOR C HANGEInspired by John Kotter, Gene Dalton, Peter Scholtes, and others.Is your organization, department, or workgroup ready for change? This tool will help youassess the always-difficult question of change readiness. Check the one box in each row thatbest describes your change project.Low-hanging fruit Usual hurdles Brick wallsReady for change. Change will require energy Entrenched against changeand effort.1. Nature of theProblem orOpportunity❑Problem is visible andhurting.❑Problem causes concernfor some, but not others.❑Many don’t agree there is aproblem.2. Cause of theProblem3. Benefit andRisk4. Support ofPrimarySponsors5. Supportfrom OtherStakeholders6. SystemicBarriers7. Funding8. Payout (ROI)9. Speed ofImplementation10. Impact onPeople11. Within yourInfluenceAdd Total Numberof Checkmarks:❑❑❑❑Underlying cause(s) canbe isolated and fixed.Clear benefits and veryfew disadvantages.Strong managementsponsor; widespreadsupport.Stakeholder groups aresupportive, while thechange does not threatenthem.❑ Interlinking systemswould not requireadditional changes.❑ Funding available.❑❑❑❑A.Quick and measurablepayout.Can be implementedquickly, with littledisruption.Very little skill training orrestructuring needed.You can personally coachor troubleshoot thechange.❑❑❑❑❑❑❑❑❑❑B.Multiple underlyingcauses; current talk isabout symptoms.Clear benefits with somerisks.Support by somestakeholder groups, butnot by others.Some stakeholders benefitby the status quo, whilesome are threatened.Some straightforwardchanges needed ininterlinking systems.Need some additionalfunding.Medium-term payout,reasonably measurable.Implementation within afew weeks to a fewmonths, or can be phasedin.Some retraining and/orrestructuring needed.You need the leadership ofa few others and you canindirectly coach thechange.❑❑❑❑❑❑❑❑❑❑C.Underlying causes areunknown; it is seen asthreatening to surface ordiscuss causes.Considerable risk; benefitsuncertain and intangible.The change is supportedby only a few peopleand/or opposed by some.Change threatens somegroups’ reasons for beingor they benefit from thestatus quo.Would require a number ofchanges in a number ofinterlinking systems.Need considerable orunbudgeted funding.Payoff is not obvious,benefits not measurable.Full implementationwould take months toyears; or the change isabrupt and severe.A considerable amount oftraining and/orrestructuring needed.You need the leadership ofmany managers andothers; or change is out ofyour hands.Your Change Readiness Index = (A________ × 1) + (B________ × 2) + (C________ × 3) = ________SECTION 5 TOOLS FOR LEADING CHANGE 145