With Organizational Change Management (OCM) focused on the people side of change, often individuals mistake OCM for being more art than science with no concrete tools and measurements involved. While OCM does involve assessing people and their views about change, it is performed using tools to drive the analysis of change and the implementation of a change management strategy. This blog introduces you to some of the most useful tools to leverage when assessing organizational change.

OCM assessment tools are used throughout the project life cycle to ensure that you are keeping a pulse on the organization's adaptation to change and in developing and managing your overall change management plan and strategy. The CapTech OCM Framework encompasses Leadership & Stakeholder Engagement, Learning & Development, Organizational Alignment and Communication disciplines. The assessment tools are leveraged to continually evaluate deliverables within the project life cycle and the OCM disciplines.

Assessment tools are used to understand the scope of change and the ability of the organization to adapt to the change. The initial assessments are focused on the Leadership and Stakeholder Engagement discipline of the model. The assessments are conducted at the Initiate phase in order to establish a baseline. The results are used by management and support teams to develop the strategies and deliverables needed to move the organization forward. The individuals and the overall organization are assessed throughout the life of the project to ensure that the developed strategy of communication, training, resistance management, organizational alignment and leadership action plans are effective in helping the organization adapt.

Both the qualitative and quantitative tools allow the measurement of the change impacts and readiness within a project and organization. The tools CapTech utilizes for this measurement are outlined below.

Qualitative Tools

  • Interviews are used in conjunction with the Change Curve Placement Exercise and the ADKAR Self-Assessment model to assist in developing the Change Management plan
  • Each stakeholder is asked questions to identify and assess their
    • Role in the organization
    • Understanding of the change
    • Willingness and ability to promote the change
    • Barriers to adoption
  • You want to be selective in the role and number of individuals you interview due to time constraints
  • Focus Groups are used to reach a wider audience with a deeper depth of experience and demographic within the organization in a shorter amount of time than individual interviews
  • Similar questions to the interview questions, mentioned above, are used with same goals and usage for the results

Change Curve Placement Exercise

  • The Change Curve is used to identify where individuals place themselves on the Change Curve at that given time
  • The Change Curve consists of five stages ranging from Uninformed Optimism to Informed Optimism and finally Satisfaction. Each individual, being interviewed or in the Focus Group, is asked to "rank" themselves on the curve by putting a mark or in some instances a sticky on a flip chart
  • Using this tool allows us to continue to track the overall organization's understanding of the change and to identify areas for improvement or emphasis

Quantitative Tools

Change Impact Tool

  • The Change Impact Tool allows us to measure the degree, scope, employee and organization impact of the change
  • In a brainstorming session(s) team members, who are aware of the change and its impacts, map the expected changes are into System/Function and Department/Employee Impact Matrices
  • The resulting analysis of the matrices is used to answer the questions in the Change Impact Tool

Change Readiness Tool

  • The Change Readiness tool is used to measure the ability of the organization to respond to and adapt to the change
  • The Change Curve Placement Exercise, Interviews and Focus Groups are the main input for determining the answers to the questions in the Change Readiness Tool

Engagement Model

  • The Engagement Model is a summation of the Change Impact and Readiness Tool results and is used to give management an overall view of the size and breadth of the change

ADKAR Self-Assessment

  • The ADKAR Self-Assessment measures the individual(s), the team(s) and organization's location placement on the ADKAR "ladder": Awareness, Desire, Knowledge, Ability and Reinforcement


  • Surveys can be an effective way to reach out to a broader population to assess the organization's ability to accept the change

The goal for using this set of tools is to leverage the data gathered from the qualitative tools and input them into the quantitative tools that provide management an understanding of the impact of the change on the organization and the company's readiness to adapt to the change.

With the use of these qualitative and quantitative tools, you establish a baseline that will allow you to focus on people and topics to develop your communication, training, resistance management, organizational alignment and management action plans. Once you have the baseline impact and readiness assessments, you can continue to use these tools throughout the life of the project to ensure that your strategies are effective.