Technique 7.24      Change Fatigue Assessment

Introduction

The aim is to identify the level and drivers of change fatigue within a team.

Instructions:

• Team members complete the survey individually.
• Use the scoring guide to determine overall fatigue levels.
• Discuss results as a group or with a change lead.

Section 1 – Change Fatigue Survey

For each statement, rate how true it is for you right now.
Scale:
1 = Strongly disagree
2 = Disagree
3 = Neutral / Unsure
4 = Agree
5 = Strongly agree

A. Emotional Fatigue

1. I feel worn out by the number of changes happening at work.

2. I feel less optimistic or enthusiastic about organisational changes than I used to.

3. I often feel stressed or anxious when I hear about new changes.

4. I sometimes feel cynical (e.g., “this won’t last”, “here we go again”).

B. Cognitive Load

5. I struggle to keep track of all the changes happening at once.

6. I feel unclear or confused about what is expected of me during changes.

7. Communications about change are overwhelming or difficult to absorb.

C. Capacity & Workload

8. Too much is being asked of us at once.

9. I don’t have enough time to do my regular job and manage new change tasks.

10. Changes often come without removing or reducing other work.

11. I’m finding it difficult to maintain productivity or focus.

D. Sense of Control

12. Changes often feel imposed, with little consultation or input.

13. I feel as though I have limited influence over how changes impact my work.

14. Changes frequently happen without adequate notice.

E. Support & Resources

15. I don’t feel adequately supported to adapt to recent changes.

16. Training, tools, or resources are insufficient for what’s being asked.

17. Leaders don’t acknowledge the emotional workload or stress we’re under.

Comments:

Scoring

Step 1: Add up all 17 items.

Total range of scoring: 17 (lowest fatigue) to 85 (highest fatigue)

Step 2: Use the interpretation guide below.

0–34 = Low change fatigue

• Employees show resilience and capacity.

• Changes are manageable, well-supported, and well-communicated.

• Continue monitoring, especially during peak periods.

35–59 = Moderate change fatigue

• Employees are stretched and beginning to show signs of stress.

• Some people may be coping, others struggling.

• Without intervention, risk of disengagement and reduced performance increases.

60–85 = High change fatigue

• Strong indicators of overload, exhaustion, confusion, or frustration.

• Risk of burnout, resistance, turnover and project failure is high.

• Immediate action required.

Identify Root Causes

Look at averages for each category to identify root causes:

Recommended Actions by Risk Level

If Risk Level is Low:

• Maintain predictable communication.
• Continue celebrating progress and recognising effort.
• Provide small autonomy and involvement opportunities.
• Monitor when introducing new initiatives.

If Risk Level is Moderate:

• Prioritise and sequence: pause or slow non-essential changes.
• Clarify expectations: simplify the message, reduce noise.
• Increase involvement in planning, workshops, feedback loops.
• Remove old tasks before adding new ones.
• Provide leaders with scripts and tools to acknowledge workload.

If Risk Level is High:

• Immediately review the total change load (“change heat map”).
• Stop or defer non-critical initiatives for 4–6 weeks.
• Run listening sessions to let teams voice concerns safely.
• Provide short-term relief (extra resources, focus days, no-meeting periods).
• Reinforce wellbeing options (Employee Assistance Program (EAP), coaching, mental health support).
• Reset the change program with clear, simplified priorities.

(main source: CMI, 2025a)