The document provides a checklist for planning and evaluating organizational change. It outlines key questions to consider in areas such as resources required, stakeholder consultation, communication plans, change readiness assessments, and evaluation criteria. Questions address issues like impact on staff, resistance factors, management support, and sustainability of changes. The checklist aims to help ensure change initiatives are well-planned and their success can be properly assessed.

1. Change Management Checklist Ensure change is seen as the norm and is effective Anand Subramaniam

8. Change Readiness Nothing A general idea A description of where it affects their own department or activity A full description What can people directly affected by the changes tell you about the plan: Unclear Not at all consistent Consistent among senior management but not otherwise Consistent throughout the organisation Expectations of what this change will lead to are: Not successful Having no obvious impact Moderately successful A success The related change in the organisation is viewed as: Conservative or resistant to change Apathetic Independent Innovative Employees may be best described as: Vigorously resisted Greeted with some resistance Not well understood Seen as meeting employee’s needs In the past, new policies or systems introduced by management have been: 5% Ready 25% Ready 50% Ready 100% Ready

9. Change Readiness (Contd) Unclear Minimal Limited Enthusiastic Top management support for this initiative Beneficial only to part of the organisation Largely a matter of procedure Generally beneficial to the organisation Crucial to your organisation future The next stage of change is viewed by staff as: The change is not seen as addressing important and relevant service problems Outside bodies (e.g. customers, suppliers) Departmental managers The staff directly involved The problems addressed through this initiative were first raised by: No change Minor improve-ment Significant alteration Major change Work procedures following the introduction of this initiative is seen as needing: Not defined Poorly defined Outlined in general terms Specified in detail Intended outcomes of the change have been: 5% Ready 25% Ready 50% Ready 100% Ready

10. Change Readiness (Contd.) Technically unclear Novel Similar to others undertaken in the recent past Similar to others already underway The related change is technically: Make jobs harder Replace old tasks and skills with new ones Make jobs easier and more satisfying Make jobs more rewarding The related changes: Not at all Only indirectly Partly Directly The change deals with issues of relevance to the this initiative: An obstacle to improvement Routine A helpful problem-solving process An important part of management development The management performance appraisal and review process is: Not planned the resources that are needed Withheld resources Expects the change to be implemented from existing resources Committed significant resources to the changes Top management has: 5% Ready 25% Ready 50% Ready 100% Ready