Change Readiness Assessment

Score leadership alignment, capacity, change history, and communication to predict adoption risk before you launch.

Example scenario—not a forecast or verified benchmark. Enable JavaScript to edit inputs, view charts, save locally and export your analysis.

Example inputs

What kind of change is this?: system
Employees affected: 25
The leadership team agrees on why this change is needed.: 4
A senior leader visibly owns this change and will see it through.: 4
Some leaders are quietly skeptical or will say one thing and do another.: 3
Employees understand the problem this change solves.: 3
We have defined what success looks like in measurable terms.: 2
People can see what is in it for them, not just for the company.: 3
The people who must make this change have time to do it.: 2
Budget and resources (training, tools, outside help) are committed.: 3
Several other major initiatives are competing for the same people right now.: 4
Past changes here were generally completed and stuck.: 3
Employees trust leadership to follow through on what it announces.: 4
Staff have experienced 'initiative fatigue' from changes that fizzled.: 3
There is a clear plan for how and how often the change will be communicated.: 2
Front-line employees have been involved in shaping the change.: 2
Managers are equipped to answer their team's questions about the change.: 3

Change readiness: 47/100 (Moderate risk), adoption risk elevated at 59/100. Launch only after closing the weakest gap.

Stop or delay at least one competing initiative and free named people's time (in hours per week) before launch.

Set a fixed communication cadence, recruit change champions from the front line, and create a two-way channel for concerns.

Write a one-page case: what problem this solves, what happens if you don't change, and what success looks like in numbers.

Build on this while you fix the weaker areas.

Based on a elevated adoption risk of 59/100, plan extra coaching and follow-up for this group.

Stop or delay at least one competing initiative and free named people's time (in hours per week) before launch.
Set a fixed communication cadence, recruit change champions from the front line, and create a two-way channel for concerns.
Write a one-page case: what problem this solves, what happens if you don't change, and what success looks like in numbers.
Define 3 adoption metrics for new system or software rollout (usage, error rate, time to proficiency) and review them weekly for the first 90 days.

Scores are self-reported and the five drivers are weighted equally.
Adoption risk blends the overall score (60%) with the weakest driver (40%), on the principle that one critical gap can stall a change on its own.
Employees likely to resist = affected x risk x 0.6; this is a planning heuristic, not a prediction.