Technique 5.24 Assessing Resilience (using 4 Ss)

A resilient change environment is built when:

Resilience Pillar	Change Management Translation
Self	Helps people understand their reactions and strengths
Situation	Create clarity, reduce ambiguity and improve sensemaking
Supports	Build trust networks and psychological safety
Strategies	Provide practical steps, tools, and skills for coping

How to Use

Rank each statement on a scale from 1–5:

1 = Strongly disagree
2 = Disagree
3 = Neutral/mixed
4 = Agree
5 = Strongly agree

Scoring Statements

1. Self — Strengthening Internal Resources

Goal: Help people understand and manage their emotional and cognitive responses.

Statement	Score (1–5)
1.1 We have helped staff identify their personal strengths relevant to this change.
1.2 Leaders have been trained to recognise emotional responses (threat, uncertainty, loss, etc).
1.3 People have space to express concerns without judgement.
1.4 We have linked the change to individual/team values.
1.5 Staff know what is not changing (anchors).
1.6 We have promoted a growth mindset around the transition.
1.7 Leaders model vulnerability and self-awareness.

Domain score (out of 35): ___

The higher the score, the more resilient you are; low individual scores identify areas that need improving to increase resilience.

2. Situation — Making the Change Make Sense

Goal: Reduce ambiguity and cognitive overload by clarifying the reality of the situation.

Statement	Score (1–5)
2.1 We have clearly defined what is changing and why.
2.2 We have also stated what will remain stable.
2.3 The change story is simple, honest and repeated consistently.
2.4 We have separated facts from assumptions and rumours.
2.5 We have explained both constraints (musts) and choices (options).
2.6 People know what the future state looks like in practical terms.
2.7 We have acknowledged uncertainties and are transparent about unknowns.

Domain score (out of 35): ___

The higher the score, the more resilient you are; low individual scores highlight areas that need improving to increase resilience.

3. Supports — Building Networks That Hold People

Goal: Create relational and structural support systems that buffer stress and increase engagement.

Statement	Score (1–5)
3.1 Leaders check in frequently and meaningfully with their teams.
3.2 There are mechanisms for staff to ask questions safely (forums, Q&A, champions).
3.3 A peer support or change champion network is active.
3.4 Psychological safety is intentionally built (norms, agreements, behaviours).
3.5 Staff have access to required resources, tools, and training.
3.6 Recognition practices reinforce effort, adaptation, and learning.
3.7 Supervisors have been trained in “change coaching” conversations.

Domain score (out of 35): ___

The higher the score, the more resilient you are; low individual scores suggest areas that need improving to increase resilience.

4. Strategies — Providing Practical Actions and Tools

Goal: Restore a sense of agency through small steps, skills, and actionable plans.

Statement	Score (1–5)
4.1 Early “first steps” are clearly defined for teams and individuals.
4.2 The change rollout is broken into small, manageable chunks.
4.3 Staff know where to focus their effort during the early phase.
4.4 We have provided stress-management micro-skills (reset rituals, prioritising tools, etc.).
4.5 Workload has been adjusted where needed to protect capacity.
4.6 People are encouraged to experiment, test, and learn during adoption.
4.7 Quick wins are identified and actively communicated.

Domain score (out of 35): ___

The higher the score, the more resilient you are; low individual scores identify areas that need improving to increase resilience.

Integrated Overall Check

Each team has support for Self, Situation, Supports, and Strategies — none is missing.
Leaders review resilience conditions weekly during the change period.
The organisation treats resilience as a capability, not a slogan.

(main sources: Hugho Alberts et al, 2025a; Karen Reivich et al, 2002)