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If you're interested in purchasing any of the following instruments, or in obtaining internal organizational reproduction rights, please contact me.
Change Opinion Survey™
While there are many reasons why people resist change, the following eight reasons are the most common:
1. They believe the change process is being handled improperly
2. They believe there isn't any need for the change
3. They believe the change will make it harder for them to meet their needs
4. They believe the risks outweigh the benefits
5. They lack the ability to make the change
6. They believe the change will fail
7. The change is inconsistent with their values
8. They believe those responsible for the change can't be trusted
The Change Opinion Survey can be used to determine if one or more of these eight reasons are responsible for resistance to a particular change. Results can be used to develop strategies for overcoming resistance (40 items).
Psychological Need Fulfillment Inventory™
Unmet psychological needs are responsible for many organizational problems, including low productivity and morale, turnover, conflict, and resistance to change. The Psychological Need Fulfillment Inventory assesses the degree to which a team or organization meets four important job-related psychological needs: mastery, a sense of contribution, respect, and acceptance. Results can be used to identify a team/organization's strengths and areas where improvement is needed (60 items).
Megavalue Scale™
This instrument allows individuals to assess themselves according to eight values associated with success in the current business climate:
1. Developing one's potential
2. Doing one's best
3. Concern for mutual interests
4. Adding value
5. Personal integrity
6. Being honest with oneself
7. Being genuine
8. Accepting others
Results can be used to help individuals identify strengths and areas where improvement is needed (40 items).
Adaptive Organization Scale
The ability of an organization to adapt to changing conditions is essential to success in the new economy. This instrument allows you to assess an organization's current and desired operating practices in six key areas (Decision-Making, Communication, Roles, Structures, Rewards, and Leadership Style), as well as assess the extent to which five potential barriers are stifling progress (Morale, Trust, Conflict, Listening, Job Security). Results can be used to facilitate discussions about how the organization can become more adaptable (55 items).
Trust Scale
Lack of trust is one of the major barriers to team and organizational effectiveness. The Trust Scale can be used to (1) assess the current level of trust, (2) identify behaviors causing mistrust, and (3) develop a plan of action for building trust. Avoid using both the Psychological Need Fulfillment Inventory (see below) and the Trust Scale with the same group of people, because there's an overlap of items. If you're trying to choose between the two, the former is more comprehensive, while the latter is specifically targeted to the issue of trust (30 items).
Values Assessment Inventory™
This instrument assesses current values according to four objective criteria: balance, viability, congruence and authenticity. The criteria can be defined as follows:
 | Balance葉he degree to which values are given proper emphasis. |
| Viability葉he degree to which values are workable in the current business climate. |
| Congruence/Alignment葉he degree to which compatibility exist among values (Congruence is used when assessing an individual's values; alignment is used when assessing team or organizational values). |
| Authenticity葉he degree to which values are used in a genuine, non-defensive manner. |
The VAI (Regular Form) can be used to assess current individual, team and organizational values; the VAI (360ｰ Feedback Form) can be used with individuals to compare self, supervisor, peer and subordinate value ratings. Results identify strengths and areas where improvement is needed (60 items).
Values Identification Survey
The purpose of the Values Identification Survey (VIS) is to locate the values of organizations, teams and individuals. The VIS, which consists of 182 values arranged in alphabetical order, has three forms: Actual Values, Espoused Values and Desired Values. The three types of values are defined as follows:
| Actual Values葉hose guiding organizational, team, or individual behavior currently. |
| Espoused Values葉hose verbally touted by an individual, organization or a team. |
| Desired Values葉hose that respondents believe should guide organizational or team behavior. |
The VIS can be used to (1) establish team or organizational values, (2) identify the actual values of organizations, teams, and individuals, (3) bring about greater alignment among individual, team and organizational values.
Peak Performance Inventory™
Performance is a function of four variables:
| Commitment (What we want to do) |
| Confidence (What we believe we can do) |
| Competence (What we actually can do) |
| Contingencies (The physical and interpersonal environment within which we work) |
The Peak Performance Inventory assesses a person's strengths and weaknesses in relation to the four performance variables. The results can then be used to close the gap between current and potential performance (75 items).
Interpersonal Motivation Scale™
The capacity to build and maintain relationships is crucial to personal happiness and career success. People often lack awareness of their motives or intentions with others, however, limiting them in key areas of life. This instrument measures the relative strength of nine interpersonal motives and helps people understand the implications of their profile for relationships. Results can be used in coaching and counseling to work through issues and move toward greater interpersonal effectiveness (90 items).
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