Leading Continuous Change Self-Assessment

Companion Product for Leading Continuous Change

Bill Pasmore (Author)

Publication date: 08/14/2015

Leading Continuous Change Self-Assessment

Format: Online Subscription (one year, or five tests, whichever comes first)

Description: This 24-question instrument is intended to help you understand your strengths and weaknesses in leading complex change. The online product uses four points of measurement: Discerning, Discovering, Deciding, and Doing. Your score is provided on a radar graph. Numerical scores for each of the four metrics are also provided with interpretation from the author. You may print the results of each test. You can also review previous tests and compare your progress throughout the year. Alternatively, you can take the instrument once, then let four colleagues take the other four tests as part of the 12-month subscription, and then compare each others' scores.

Author's Welcome

Today, changes don’t come at us one at a time or during quiet periods when we have little else to manage. Instead, we are bombarded by multiple changes simultaneously, often stretching the limits of our resources and attention. As we try to respond to these overlapping, never-ending changes, the data suggest that we fail more often than we succeed; in fact, we only feel that we meet our change objectives about 30% of the time. Can we do better? Yes, but we need to take a radically different approach to leading continuous change. This short survey will help you identify your current beliefs and behaviors regarding leading complex change. When you compare your results to what you will learn as you read Leading Continuous Change you will be armed with important knowledge about aspects of your leadership you may wish to strengthen or adjust.

If you are a student of adult development, you may have studied David Kolb’s theory that asserts that adults learn and change when they have an actual experience, reflect on that experience, formulate a theory that explains what happened and how to improve, and finally engage in active experimentation to test their new knowledge. The best way for you to use this assessment is to reflect on your own actual experiences with complex change, take the survey, reflect on the results and then plan actions that you can take to improve. We can all get better at leading complex change; none of us can say that we have mastered it yet.

You’ll find instructions below on how to complete the instrument. Once you do, you’ll get a report that summarizes your results, assesses your strengths and weaknesses and recommends some steps you can take.

You may be the kind of person who feels there is little to be gained from taking this kind of assessment. You may be action-oriented and prefer “learning on the job” and figuring things out for yourself. That’s ok if your world allows you the time and grace to make mistakes. However, we should be wary of the stories that we tell ourselves: that things are going well, that everything is under control, that we’ve got it covered, that everyone loves us and thinks we’re doing a great job, and while we may not be perfect, we’re plenty good enough. The fact is that leading complex change is a tough job and we should accept whatever help we can get. Hopefully, if you take this assessment, you’ll learn important things that can help you be the most effective leader of complex change that you can be.

Since you can have up to four others take this assessment, it would be a good idea to have a few other people in your organization take it and compare results. You will find that some of your peers approach change differently. Discussing those differences and agreeing on how you want to do things going forward should prove a valuable exercise.

Congratulations on taking this next step on improving your success at leading complex, continuous change!

Bill Pasmore

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Self Assessment - 1 year access:
9781626566484

$9.95
(member price: $6.97)
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Overview

Format: Online Subscription (one year, or five tests, whichever comes first)

Description: This 24-question instrument is intended to help you understand your strengths and weaknesses in leading complex change. The online product uses four points of measurement: Discerning, Discovering, Deciding, and Doing. Your score is provided on a radar graph. Numerical scores for each of the four metrics are also provided with interpretation from the author. You may print the results of each test. You can also review previous tests and compare your progress throughout the year. Alternatively, you can take the instrument once, then let four colleagues take the other four tests as part of the 12-month subscription, and then compare each others' scores.

Author's Welcome

Today, changes don’t come at us one at a time or during quiet periods when we have little else to manage. Instead, we are bombarded by multiple changes simultaneously, often stretching the limits of our resources and attention. As we try to respond to these overlapping, never-ending changes, the data suggest that we fail more often than we succeed; in fact, we only feel that we meet our change objectives about 30% of the time. Can we do better? Yes, but we need to take a radically different approach to leading continuous change. This short survey will help you identify your current beliefs and behaviors regarding leading complex change. When you compare your results to what you will learn as you read Leading Continuous Change you will be armed with important knowledge about aspects of your leadership you may wish to strengthen or adjust.

If you are a student of adult development, you may have studied David Kolb’s theory that asserts that adults learn and change when they have an actual experience, reflect on that experience, formulate a theory that explains what happened and how to improve, and finally engage in active experimentation to test their new knowledge. The best way for you to use this assessment is to reflect on your own actual experiences with complex change, take the survey, reflect on the results and then plan actions that you can take to improve. We can all get better at leading complex change; none of us can say that we have mastered it yet.

You’ll find instructions below on how to complete the instrument. Once you do, you’ll get a report that summarizes your results, assesses your strengths and weaknesses and recommends some steps you can take.

You may be the kind of person who feels there is little to be gained from taking this kind of assessment. You may be action-oriented and prefer “learning on the job” and figuring things out for yourself. That’s ok if your world allows you the time and grace to make mistakes. However, we should be wary of the stories that we tell ourselves: that things are going well, that everything is under control, that we’ve got it covered, that everyone loves us and thinks we’re doing a great job, and while we may not be perfect, we’re plenty good enough. The fact is that leading complex change is a tough job and we should accept whatever help we can get. Hopefully, if you take this assessment, you’ll learn important things that can help you be the most effective leader of complex change that you can be.

Since you can have up to four others take this assessment, it would be a good idea to have a few other people in your organization take it and compare results. You will find that some of your peers approach change differently. Discussing those differences and agreeing on how you want to do things going forward should prove a valuable exercise.

Congratulations on taking this next step on improving your success at leading complex, continuous change!

Bill Pasmore

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Meet the Author


Visit Author Page - Bill Pasmore

Bill Pasmore holds the position of Professor of Practice at Teachers College, Columbia University, in which he helps link scholarship in the field of organization development & leadership to practice. He teaches in the College’s doctoral and masters degree programs and conducts research in leadership and organizational change.

Bill is also Senior Vice President at the Center for Creative Leadership with responsibilities for the organization’s global organizational leadership business. Before that, he was a senior partner with the New York-based consulting firm, Oliver Wyman Delta Consulting, and prior to that, a tenured full professor in the School of Management at Case Western Reserve University.

As a thought leader in the field of organization development, he has published twenty-five books and numerous articles, including Developing a Leadership Strategy, Designing Effective Organizations, Creating Strategic Change, Research in Organization Change and Development, and Relationships that Enable Enterprise Change. His latest is Leading Continuous Change: Navigating Churn in the Real World, to be published by Berrett Koehler in August of 2015.

He resides in New York with his wife, Mary and is the proud father of two young professional women pursuing careers in social media marketing and consulting.

Bill holds a BS in Aeronautical Engineering/Industrial Management and a Ph.D. in Administrative Sciences, both from Purdue University.

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Table of Contents

PRODUCT COMPONENTS

Author's Welcome

Self-Assessment (24 Questions)

Results

My Answers

Past Results (up to five tests)

Frequently Asked Questions

Author's Closing Statement

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