Technique 5.35 Broaden-and-Build Change Management Assessment Tool (BBCMD)
Introduction
Purpose of the technique is to assess whether a change initiative is generating the positive emotional conditions needed for openness s, creativity, resilience and collaboration: assess whether a change initiative is generating the positive emotions that broaden thinking and build long-term organisational capability. They are needed for success.
Rating Scale
|
Score |
Meaning |
|
1 |
Strongly Disagree |
|
2 |
Disagree |
|
3 |
Neutral/Unsure |
|
4 |
Agree |
|
5 |
Strongly Agree |
Statements
1. Hope and Future Orientation
Hope broadens thinking and motivates people to invest effort in change.
|
Assessment Questions |
1 |
2 |
3 |
4 |
5 |
|
1.1 People understand the positive future the change aims to create. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.2 Leaders communicate a compelling and inspiring vision. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.3 Staff believe the change will lead to improvement. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.4 Conversations about the change focus on possibilities rather than problems. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.5 People feel optimistic about the organisation’s direction. |
☐ |
☐ |
☐ |
☐ |
☐ |
Interpretation
|
Score |
Meaning |
|
20–25 |
Strong hope driving engagement |
|
12–19 |
Moderate hope but fragile |
|
5–11 |
Low hope with risk of resistance |
2. Interest and Curiosity
Interest drives exploration and learning during change.
|
Assessment Questions |
1 |
2 |
3 |
4 |
5 |
|
2.1 Staff show curiosity about new approaches. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2.2 The change encourages experimentation. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2.3 People feel safe asking questions. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2.4 Leaders invite ideas from staff. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2.5 The organisation encourages learning during the transition. |
☐ |
☐ |
☐ |
☐ |
☐ |
Interpretation
|
Score |
Meaning |
|
20–25 |
High exploration and innovation |
|
12–19 |
Some curiosity but limited experimentation |
|
5–11 |
Low curiosity and rigid thinking likely |
3. Trust and Social Connection
Positive emotions strengthen relationships and collaboration.
|
Assessment Question |
1 |
2 |
3 |
4 |
5 |
|
3.1 Staff trust leadership intentions regarding the change. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.2 Teams support one another during the transition. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.3 Communication about the change is open and honest. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.4 People feel comfortable sharing concerns. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.5 Collaboration across teams is improving. |
☐ |
☐ |
☐ |
☐ |
☐ |
Interpretation
|
Score |
Meaning |
|
20–25 |
Strong social capital |
|
12–19 |
Moderate trust but vulnerable |
|
5–11 |
Low trust – change likely to stall |
4. Pride and Achievement
Recognition builds confidence and momentum.
|
Assessment Question |
1 |
2 |
3 |
4 |
5 |
|
1.1 Progress and milestones are recognised. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4.2 Teams celebrate achievements during the change process. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4.3 People feel proud of improvements made so far. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4.4 Leaders acknowledge contributions publicly. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4.5 Success stories are shared widely. |
☐ |
☐ |
☐ |
☐ |
☐ |
Interpretation
|
Score |
Meaning |
|
20–25 |
Strong motivation and momentum |
|
12–19 |
Some recognition but inconsistent |
|
5–11 |
Effort unnoticed and motivation declining |
5. Psychological Safety
Psychological safety enables risk-taking and learning.
|
Assessment Question |
1 |
2 |
3 |
4 |
5 |
|
5.1 People feel safe admitting mistakes. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.2 Staff can challenge ideas respectfully. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.3 Leaders respond constructively to problems. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.4 Learning is valued more than blame. |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.5 People feel comfortable trying new approaches. |
☐ |
☐ |
☐ |
☐ |
☐ |
Interpretation
|
Score |
Meaning |
|
20–25 |
High learning environment |
|
12–19 |
Partial safety |
|
5–11 |
Fear culture – innovation suppressed |
Overall Broaden-and-Build Score
|
Total Score |
Interpretation |
|
100–125 |
Highly positive emotional climate and strong change capability |
|
70–99 |
Moderate support for change but improvement needed |
|
40–69 |
Emotional climate likely limiting change success |
|
25–39 |
High risk of resistance and stagnation |
Assessment Insight for Leaders
If scores are low, leaders should focus on generating specific positive emotions:
|
Emotion |
Leadership Action |
|
1. Hope |
Communicate a compelling future vision |
|
2. Interest |
Encourage experimentation |
|
3. Gratitude |
Recognise contributions |
|
4. Pride |
Celebrate milestones |
|
5. Inspiration |
Share stories of success |
These emotions broaden thinking and build organisational capability over time.
(main source: Barbara Fredrickson, 2001)