Checklist for Organisational Change


this checklist can be used for all aspects of organisational change (planning, establishing, developing, implementing, checking progress, auditing performance, reviewing, monitoring & evaluating, etc).

Please answer the below questions that are in 7 sections/ingredients (include any comments you want to make to help explain your answer). You can answer all or some questions that are relevant to you.

Use this checklist as a self-assessment or you can email the completed checklist to us so that we can guide you to the most suitable parts of the app (knowledge base). Our email contact detail is This email address is being protected from spambots. You need JavaScript enabled to view it.

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Check list (questions)


  Ingredient 1 – Laying the foundations for new ways (handling “endings” & “beginnings”        


Have you created an ending of the old ways? (discarding things of the past like old manuals, out-dated rules & regulations, unsuitable behaviours, old systems, etc)        

Are you selectively building on the past (not burying it)? (keep doing only what is going to constructively help handle the future)


Have you laid the groundwork for staff ownership of the change? (staff need to feel as it is their change process, rather than belonging to only other stakeholders like senior management and/or consultants)


Do you encourage correct behaviours & discourage inappropriate behaviours? (choose behaviours that are going to help achieve the identified future direction and discourage other behaviours)


Does staff know what the objectives/goals/aims, etc of the change are? (clearly communicate what you are planning to achieve)


By their words & actions, do Board & senior management members consistently and actively support the change process? (Chairman, Board members, CEO, GM, CFO, COO, HRM, CIO, etc “walking the talk”)


Do you have sponsor(s) for the change? (name the senior manager/s who is/are actively sponsoring)

1.8 Is there much resistance? (staff have greater concern about losses than gains; staff responses are like 'flight, fright, fight or freeze'; staffs' deeds not supporting the new direction)        
Are staff psychologically ready for the change? (understanding the emotional status, ie their feelings, of the staff who are going to be impacted by the change)
1.10 Are the staff's rational ( brain), emotional ( heart) and intuition (gut) components aligned with the organisational change direction? (These 3 need to be aligned with the organisational direction for change to be effective)        
1.11 Do staff have access to, and understanding of, the most suitable frameworks and techniques to help implement the change? (choosing the most suitable framework and supporting implementation techniques requires a deep understanding of the current organisational status and its future direction; remember as change is very situational and contextual there is no guarantee of what worked in the past and/or elsewhere, will be effective in the future)        
  Ingredient 2 – Establishing a sense of urgency        

Do you understand the “big picture” issues that could impact on your industry & organisation? (technology, politics, economics, sociology, demography, legal, environment, competition, etc)


Have you examined your market position, value proposition & competitive realities? (your market share & its trend, understand your strengths/core competencies/competitive advantages & key products & services – current and potential)


Do you understand your present & potential crises, challenges, threats & opportunities? (your strengths, weaknesses, opportunities & threats)


Do you understand that continuing with business as usual is not necessarily the best option? (explore a range of alternatives to what you are doing now)

  Ingredient 3 – Forming a transitional team        

Do you have a group of people supportive of the change who can form a powerful guiding coalition to lead the change process? (need 5+% of key staff supporting the change process)

3.2 Is this coalition representative of the “opinion makers” in the organisation? (name the informal leaders, enablers, movers & shakers, people of influence, change agents, staff with credibility, supporters, etc who need to be part of this team for it to be effective)        

Do members of this coalition understand how to work as a team? (developrewards/recognition system to recognise team performance; members understand their responsibilities, accountabilities, attitudes, shared objective(s), etc of the team)

  Ingredient 4 – Creating alignment        

Have you developed & communicated a shared vision/focus/purpose to direct the change process? (what is the vision & is it shared at the lowest levels in the organisation, etc)

4.2 Have strategies (including action plans) been developed & initiated for achieving shared vision/ focus/purpose for the change? (identify what has to be done & prioritise this list, reasons for doing it, how to do it, who to do it, h ow it will be done & w hen it will be completed)        

Do all levels of the organisation, especially senior, model new behaviours which reflect the new direction? (categorise, communicate & re-enforce to all staff the desirable behaviours required to support the new direction, like delegation, empowerment, collaboration, creativity, innovation, etc)

  Ingredient 5 – Maximising connectedness (engagement, empowerment, participation, etc)        

Are the transitional team & change supporters building on the web of connections, ie relationships? (identify important relationships of key staff with each other & the rest of the organisation)


Are obstacles, blockers, processes, systems, etc that conflict with the change being removed? (identify & remove staff, systems, processes, etc that inhibit/compromise the new direction)


Are risk-taking, non-traditional ideas, innovation & creativity being encouraged in activities & actions in the organisation, especially around the change process? (encourage staff to explore & evaluate alternative ways for improvements)

  Ingredient 6 – Creating short-term wins        

Are you regularly planning, creating, achieving & celebrating visible performance improvements? (establish and celebrate achieving key milestones, Balanced Scorecard matrix, KRAs, KPIs, etc)


Are you visibly recognising & rewarding employees who formulate & implement short-term wins &/or performance improvements? (financial & non-financial rewards/recognitions, etc at public ceremonies, newsletters, etc)

  Ingredient 7 – Consolidating performance improvements        

Are you anchoring the culture of change by consolidating improvements & new behaviours? (ensure that activities like succession planning, recruitment (internal & external), staff selection, executive coaching/mentoring, etc are supporting the new direction)


Are you rewarding & promoting staff who support the change & perform well? (ensure that activities like succession planning, staff selection, financial & non-financial rewards, etc are supporting the new direction)


Are you providing suitable career development opportunities and training, like executive coaching, for staff who support the change & perform well? (providing internal and external coaches, suitable career training and opportunities, etc)


Is the change momentum being sustained by projects, themes, activities, processes, attitudes & behaviours? (encourage all activities within the organisation which support the new direction, etc)



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