Assessment · organisation-wide baseline
Find out what your organisation actually thinks before you decide what to change.
Fifty-one statements across ten scales produce an organisational baseline: where decisions get made, whether people speak up, how change is landing, whether the load is sustainable and whether leadership is believed. It reads the organisation, not the individual.
You receive
The ten scales group into four themes. Read the themes first; the scales underneath are what the report actually scores.
Whether people feel able to decide within their remit, and whether raising a problem is treated as useful or as trouble.
Whether the organisation absorbs new tools and new ways of working, and how far each stage of a change has actually landed.
Whether knowledge moves between people and whether the current load is sustainable at the pace the work is being asked for.
Whether people believe leadership intends what it states, and whether they believe their own effort changes the outcome.
Six items on whether people can decide within their remit without waiting for permission they do not need.
Seven items on whether admitting a mistake, asking a question or disagreeing is safe here. Reported on its own raw scale, without a colour band.
Three further items that sharpen the voice picture, separating whether people speak up at all from whether anything follows when they do.
Five items on whether new tools and new methods get taken up in practice or quietly worked around.
Six items on whether what one person knows reaches the next person, and how quickly a new joiner becomes useful.
Five items on whether the current pace is holdable, and what gets dropped first when it is not.
Three items that detect answers drifting toward what sounds acceptable rather than what is true. A read on data quality, not on the organisation — reported without a colour band.
Six items tracking how far a change has travelled from awareness to reinforcement, so a stalled rollout shows which stage it stalled at. Reported without a colour band.
Five items on whether people believe stated intent matches actual intent, and whether commitments are met.
Five items on whether people believe their own effort changes the result, or that outcomes are decided elsewhere.
Each scale is averaged across its items and placed in one of three bands. Green is an average of 3.75 and above. Yellow is 2.75 and above. Red is below 2.75. The three-colour scheme exists so a leadership team can see the shape of the result in one pass and then argue about the detail, rather than the other way round.
The ten scales also roll up into a single composite organisational score, and that composite is banded on the same scale. It is the number most useful for tracking movement between two runs.
Three scales are reported without a colour band, deliberately. Psychological Safety and Voice is kept on its own raw seven-point scale so it can be compared against itself over time. The Response Style Check reads data quality, not the organisation. Change Readiness Stages describes where a change has reached, and a stage is not a grade. Colouring any of the three would invite a comparison the number cannot support.
A team-level document: scale charts, the banded composite and a written narrative that reads the pattern rather than restating the numbers. It is built for the group that has to act on it.
Four of the ten scales, shown the way they appear in the team report. A single red scale against otherwise green results is the most common and most useful shape: it tells you where to spend the next quarter.
Establishes what you are starting from, so the effect of the programme can be separated from what was already true.
Output holds up, attrition creeps, nobody says why. The voice and workload scales usually locate it.
Ten scales run identically everywhere, so two plants or two functions can be compared on the same terms.
Rigour
This is an organisational diagnostic, not a clinical instrument and not an individual assessment. It describes how a group currently reports its own working conditions at one point in time. It is not a measure of anyone's competence, and no result from it should be used as an input to a hiring, promotion or disciplinary decision.
Change Readiness Survey