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变革准备度评估
Most reforms and new systems do not fail on design. They fail because people were not ready to work in the new way: the reason for the change was unclear, leaders were not visible, the people affected were not involved, training came too late or nobody checked whether the new way stuck. This assessment looks at the six conditions that decide whether a change is adopted, from the case for change to reinforcement after go-live. Answer 24 statements for one specific change (for example a new e-procurement system, a merger of two units, a new financial management information system or a new way of reporting results) and get a readiness score, your weakest conditions and the first actions to take.
- 评估
- 10分钟
- 免费
- 信息来源核查于2026年10月
适用对象
- Reform and change leads in ministries and public agencies
- Project implementation units introducing new systems or procedures
- Managers leading a restructuring, merger or new operating model
- Donor and development partner staff supporting institutional reform
- HR, organisational development and training teams
您将获得
- A readiness score for one specific change
- The conditions most likely to slow adoption
- Practical next steps for each condition
- A short action list to agree with your sponsor and team
- Programmes that build the skills your team is missing
本工具的工作原理
- 构建基础
- Six conditions for adoption shared by widely used change management approaches, written by Risalat for public sector and donor-funded reforms.
- 评分
- 每个答案的得分从0（尚未建立）到4（全面建立）。某一领域的得分为您所回答问题的得分占满分的比例；总分为各领域得分的平均值。等级：尚未就绪0–39%，部分就绪40–69%，已就绪70–100%。
- 局限性
- 结果取决于您输入的信息，未经Risalat核实。本工具不能替代MAPS、PEFA、世界银行或其他正式评估方法，也不能替代独立审查。
- 您的数据
- 您输入的内容仅保存在您的浏览器中，除非您将其保存到免费账户。只有在您打开结果时，我们才会收到您的姓名、电子邮箱和摘要。
- 信息来源核查
- 2026年10月（每月核查）
- 团队或机构
- 注册免费账户后，您可以邀请各部门的同事回答相同的问题。您将获得一个汇总仪表板：按领域和部门显示的得分、同事之间存在分歧之处、优先差距以及行动计划。匿名模式会隐藏姓名，并将回复少于3份的部门合并显示。
Need a verified result? Ask for an independent assessment by Risalat.
培养这些技能的培训项目
内容与本工具所衡量领域相匹配的近期培训项目。您的结果将显示哪些项目最适合您的薄弱环节。
问题
What kind of change can I assess?
Any specific change: a new information system, a new procedure, a merger or restructuring, a reform of a service or a new way of reporting. Assess one change at a time.
Who should answer?
The change lead, ideally together with two or three people from the groups affected. Different answers between leaders and staff are themselves useful findings.
Is this based on a particular change model?
It follows conditions that most change management approaches share: a clear case, active sponsorship, understanding the people impact, engagement, capability and reinforcement. It is written by Risalat and is not tied to any proprietary method.
What should we do after the assessment?
Agree the first actions with the sponsor, assign owners and dates, and repeat the assessment about a month before go-live.
依据
信息来源核查时间：2026年10月。我们每月核查一次官方来源。
这是由Risalat Consultants International编写的自我评估，旨在帮助您进行规划。它不是认证、审计或心理测试。