ASSESSMENT
Find out what your organisation actually thinks before you decide what to change.
Fifty-one statements across ten scales produce an organisational baseline: where decisions get made, whether people speak up, how change is landing, whether the load is sustainable and whether leadership is believed. It reads the organisation, not the individual.
You receive
Four themes, each answering a question a leadership team is usually arguing about without evidence. The ten scales underneath are what the report actually scores.
Whether people decide within their remit or wait for permission they do not need — and whether raising a problem is treated as useful or as trouble. Both show up as delay long before they show up as complaint.
Whether new tools and methods get taken up or quietly worked around, and how far a change has actually travelled. Tells you whether a stalled rollout needs restarting or finishing.
Whether what one person knows reaches the next person, and whether the current pace is holdable. Where it is not, this is where you find out what gets dropped first.
Whether people believe leadership intends what it states, and whether they believe their own effort changes the result. Neither is visible in an output number until it is expensive.
Six items on whether people can decide within their remit without waiting for permission they do not need.
Seven items on whether admitting a mistake, asking a question or disagreeing is safe here. Reported on its own raw scale, without a colour band.
Three further items that sharpen the voice picture, separating whether people speak up at all from whether anything follows when they do.
Five items on whether new tools and new methods get taken up in practice or quietly worked around.
Six items on whether what one person knows reaches the next person, and how quickly a new joiner becomes useful.
Five items on whether the current pace is holdable, and what gets dropped first when it is not.
Three items that detect answers drifting toward what sounds acceptable rather than what is true. A read on data quality, not on the organisation — reported without a colour band.
Six items tracking how far a change has travelled from awareness to reinforcement, so a stalled rollout shows which stage it stalled at. Reported without a colour band.
Five items on whether people believe stated intent matches actual intent, and whether commitments are met.
Five items on whether people believe their own effort changes the result, or that outcomes are decided elsewhere.
Without a reading taken beforehand, every improvement afterwards is arguable and every lack of improvement is deniable. A baseline run before and repeated after is the cheapest evidence you will ever have that the money changed something.
Escalation volume tracks how safe people feel raising things, not how bad conditions are. The quiet site is sometimes quiet because it is fine and sometimes because it has given up, and those two need opposite responses.
A stalled change is usually stalled at a specific stage. Knowing whether it failed at awareness, adoption or reinforcement is the difference between a communications fix and starting again.
One red scale against nine green ones is the most common and most useful shape this instrument returns. An overall composite alone would have hidden it, which is why the scales are always reported individually as well.
Four of the ten scales, shown the way they appear in the team report. A single red scale against otherwise green results is the shape that tells you where to spend the next quarter.
What arrives is a team-level document, not a spreadsheet to interpret: scale charts, the banded composite, and a written narrative that reads the pattern across the scales rather than restating the numbers underneath it. It is written for the group that has to act on it, and it is short enough that they will.
Establishes what you are starting from, so the effect of the programme can be separated from what was already true.
Output holds up, attrition creeps, nobody says why. The voice and workload scales usually locate it.
Ten scales run identically everywhere, so two plants or two functions can be compared on the same terms.
Rigour
This is an organisational diagnostic, not a clinical instrument and not an individual assessment. It describes how a group currently reports its own working conditions at one point in time. It is not a measure of anyone's competence, and no result from it should be used as an input to a hiring, promotion or disciplinary decision.
OBC Pre-Test