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Readiness to change is sometime hardly to assess in implementing change management. some manager of change management use readiness taken from Andiran Sodano with scoring in 17 elements. Two critical assessments are needed at the onset of the change. The first assessment is of the change itself. This assessment examines the scope, depth and overall size of the change. Specific items that should be addressed by this change assessment are: Scope of the change (work group, department, division, enterprise), Number of employees impacted, type of change (process, technology, organization, job roles, merger, strategy), and mount of change from where we are today.  This assessment of the change and a thoughtful review of the nature of the change is essential to plan your change strategy. The second evaluation is an assessment of the organization. Each organization has unique characteristics that make change management either easy or challenging. These organizational attributes are important

John Kotter (who teaches Leadership at Harvard Business School) has made it his business to study both success and failure in change initiatives in business. "The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces satisfactory results" and "making critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard-won gains". Kotter summarizes the eight phases as follows. 1] Establish a Sense of Urgency Talk of change typically begins with some people noticing a vulnerability in the organization. The threat of losing ground in some way sparks these people into action, and they in turn try to communicate that sense of urgency to others. In congregations it is typically membership loss, financial struggles or turnover in key vo