Cracking the Code: The Change Diagnostic

Q&A with Victoria Grady, PhD (view discussion here)

Alice Grey Harrison: I'm thrilled to have with me today Dr. Victoria Grady, a renowned expert on organizational culture and change management. Victoria has developed a unique tool called the Change Diagnostic, designed to help organizations navigate change more effectively. She's a published author with works featured in the Harvard Business Review and is a frequent speaker on the national stage. Most importantly, she's a great thought partner, and I'm excited to dive into this conversation with her today. Thank you for joining us, Victoria.

Victoria Grady: Thank you so much, Alice Grey. I’m delighted to be here and discuss the work I've been doing over the last 15 years, as well as our partnership. It’s a pleasure to share insights into the Change Diagnostic tool, something I’m incredibly passionate about.

Alice Grey Harrison: Let’s start with the basics. Can you explain what the Change Diagnostic tool is and how it was developed?

Victoria Grady: The Change Diagnostic is a tool specifically designed to assess an organization’s readiness for change. It originated from my dissertation work, where I developed a theoretical model of change management. After presenting the model, I received feedback that, while the theory was robust, its real value would come from being able to measure the concepts I was discussing. In other words, theory alone wasn’t enough—practical, measurable tools were needed.

So, we embarked on creating an assessment that could accurately measure change readiness within an organization. The process involved developing a series of questions and testing them across different populations to ensure both content and context validity. We didn't want a simple survey based on intuition or assumptions. Instead, we aimed for a validated, statistically significant assessment that truly measures what it claims to.

Alice Grey Harrison: That’s fascinating. So, this isn’t just a gut feeling about how an organization is handling change. It’s a comprehensive, data-driven approach.

Victoria Grady: Exactly. We often think we understand how our organizations are positioned for change, but without a tool like the Change Diagnostic, it’s difficult to grasp the full picture. What’s particularly interesting is that when we administer this assessment, leaders often have preconceived notions about what the results will show. However, the data frequently reveals something entirely different. This kind of insight is invaluable because it informs a customized approach to change management.

Alice Grey Harrison: That’s a great point. In today’s environment, there isn’t a single organization in the U.S. that isn’t undergoing some form of change. How would an accounting firm, or any professional services firm, utilize this tool to implement effective change?

Victoria Grady: The Change Diagnostic allows an organization to determine where it stands on the change readiness spectrum. This is crucial when implementing new management tools and processes or navigating major transitions like mergers and acquisitions. The tool helps leaders understand if the firm is truly ready for change and how best to manage the transition.

For example, many leaders believe they can simply choose an off-the-shelf change management model, like Kotter's 8-Step Process, and apply it universally. While these frameworks can provide useful guidance, they often need to be tailored to fit the specific needs of the organization. The Change Diagnostic helps identify how to adapt these models to the unique dynamics of the organization, ensuring a higher likelihood of successful change.

Alice Grey Harrison: Can you provide an example of how this tool has been applied in a real-world scenario?

Victoria Grady: We worked with a federal government organization that was using Kotter’s model as their framework for change. However, our diagnostic revealed that the sequence of steps outlined by Kotter didn’t align with the needs of this particular organization. For instance, Kotter emphasizes creating a sense of urgency before building a guiding coalition, but in this case, the high levels of anxiety and low morale within the organization made this approach counterproductive. Instead, we advised reversing the order of these steps, which led to a more effective change process.

This example illustrates that while a framework may be solid, it’s crucial to tailor it based on real-time data and insights specific to the organization.

Alice Grey Harrison: That’s a powerful example of how data-driven tools like the Change Diagnostic can make a significant impact.

In our next discussion, we’ll be diving into the topic of burnout—a critical issue that has only intensified since the pandemic.

About Alice Grey and Victoria

 Alice Grey Harrison and Victoria Grady, PhD are transforming the world of organizational excellence with their data driven approach to culture. Together, they're not just bringing the alignment atlas™ culture assessment and path to performance to market – they're revolutionizing the way we understand and elevate workplace culture.

Victoria Grady isn't just any thought leader – she's a nationally acclaimed powerhouse in organizational behavior with deep science-based insights into cultural dynamics and change. With her knowledge and behavioral understanding, expect nothing short of groundbreaking strategies that transform organizations from the inside out.

And when it comes to strategic communication, culture development, and change management, Alice Grey is a leader in the field. With over 25 years of hands-on experience navigating the tumultuous seas of mergers, acquisitions, and culture shifts, she's not just an expert – she's a trailblazer.

Together, Alice Grey and Victoria form an unstoppable force, ready to ignite performance and unparalleled success in every corner of culture.