Technique 1.216 Truth-Based Change Readiness Assessment
Introduction
This technique can be used assess how prepared your organisation, team or project environment is to telling the truth, hearing the truth and acting on the truth as it is one of the most reliable predictors of successful change.
Rate each statement on a 1–5 scale:
1 = Strongly Disagree
2 = Disagree
3 = Neutral / Unsure
4 = Agree
5 = Strongly Agree
Scoring Statements
1. Psychological Safety
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Statement |
Score (1–5) |
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1.1 People feel safe raising difficult issues with leaders. |
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1.2 Leaders admit mistakes or uncertainty. |
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1.3 Disagreement is treated respectfully. |
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1.4 There are no negative consequences for speaking up. |
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1.5 Team members believe their opinions matter. |
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1.6 People do not fear embarrassment or judgement. |
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1.7 Leaders actively invite alternative viewpoints. |
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1.8 Meetings allow equal voice across roles and hierarchy. |
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Dimension 1 Score (max 40): ____
2. Truth in Leadership Communication
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Statement |
Score (1–5) |
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2.1 Leaders communicate openly about risks and challenges. |
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2.2 Decisions are explained clearly, including trade-offs. |
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2.3 Leaders avoid excessive positivity or spin. |
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2.4 Bad news is shared promptly. |
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2.5 Leaders are transparent about timelines and constraints. |
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2.6 Hard messages are delivered firmly but respectfully. |
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2.7 Leadership updates feel factual and unfiltered. |
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2.8 Leaders acknowledge unknowns. |
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Dimension 2 Score (max 40): ____
3. Mechanisms for Truth-Telling
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Statement |
Score (1–5) |
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3.1 We have forums where people can safely express concerns. |
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3.2 Anonymous feedback channels are trusted and used. |
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3.3 Readiness assessments are evidence-based, not political. |
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3.4 Retrospective focus on truth, not blame. |
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3.5 Frontline insights flow freely upward. |
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3.6 Risks and issues are logged transparently |
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3.7 Feedback is acted upon visibly. |
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3.8 Past contributions influence decisions. |
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Dimension 3 Score (max 40): ____
4. Risk & Issue Candour
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Statement |
Score (1–5) |
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4.1 Teams identify risks early rather than hiding them |
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4.2 People feel safe reporting delays or slippages. |
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4.3 Forecasting is realistic rather than optimistic. |
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4.4 Problems are not downplayed to please leaders. |
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4.5 Honest reporting is encouraged. |
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4.6 Leaders respond constructively to bad news. |
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4.7 Escalations happen quickly when needed. |
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4.8 We adjust plans based on new information. |
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Dimension 4 Score (max 40): ____
5. Culture, Vulnerability & Behaviour
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Statement |
Score (1–5) |
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5.1 People can say “I don’t know” without judgement. |
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5.2 Skill gaps are openly acknowledged. |
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5.3 Leaders model vulnerability and humility. |
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5.4 People feel respected even when they challenge. |
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5.5 Emotional reactions to change are acknowledged. |
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5.6 Past negative experiences are openly recognised. |
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5.7 There is minimal political behaviour or turf protection. |
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5.8 Truth-telling is recognised, encouraged and rewarded. |
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Dimension 5 Score (max 40): ____
Scoring
Add up the total score for all 40 items.
Maximum score = 200
Minimum score = 40
Interpretation of Scores
170–200: High Truth Readiness (Excellent)
You have a strong culture of honesty, transparency, and psychological safety.
Truth flows freely and leaders are trusted.
The environment is well-positioned for complex or high-stakes change.
Leadership focus:
- Maintain transparency structures
- Continue modelling vulnerability
- Protect channels for upward feedback
- Celebrate honest reporting.
140–169: Moderate Truth Readiness (Promising)
Truth is generally spoken, but inconsistencies exist.
Some areas may still filter information or soften messages.
Most change efforts will succeed, but risks may be spotted late.
Leadership focus:
- Strengthen risk candour
- Train managers in honest conversations
- Increase transparency in decision-making
- Address “pockets of silence”.
110–139: Low Truth Readiness (Caution)
Silence, avoidance or fear is present.
People may withhold information to “keep the peace” or protect themselves.
Change is vulnerable to blind spots, denial, and late risk escalation.
Leadership focus:
- Build psychological safety deliberately
- Improve communication openness from leaders
- Introduce structured truth-telling forums
- Reduce political behaviours and hierarchy barriers.
40–109: Very Low Truth Readiness (High Risk)
The organisation struggles with honesty.
Leadership receives filtered information, staff fear speaking up, and truth is softened or buried.
Major change is at significant risk of failure.
Leadership focus:
- Directly address fear, blame and defensiveness
- Train leaders in humility and psychological safety
- Run facilitated safe-space sessions
- Introduce anonymous truth channels
- Publicly model vulnerability and reward candour.
(main source: Amy Edmondson, et al, 2025)