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How Your Organization Is Developing Test

Take the online How Your Organization Is Developing Test - AI psychologist FreudlyYou can take How Your Organization Is Developing Testhere. Online version of a simple and accurate psychological test with interpretation.en
See where your organization sits in its growth and management style in about 4 minutes. Get fast, clear insights on change readiness and next steps to build a more flexible, team-driven culture.
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Questions: 214 minutes
08:30
October 2, 2025
October 2, 2025
Material has been updated
October 2, 2025
Material has been published
16,095 views
1,047 completions
925 likes
Verified by Daniel Hall
Psychologist with 25 years of experience
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Scale Explorer

How the Scales are Structured

example score
4/42
Creative-Innovative Style (CIS)
Measures the extent to which the organization favors innovation, experimentation, and introducing new ideas despite potential risk and instability.
Low innovation focus
Balanced innovation
High innovation drive
014: Low innovation focus | 1528: Balanced innovation | 2942: High innovation drive
A score of 4 suggests the organization currently shows a low emphasis on experimentation and innovation, with a preference for more established approaches.
example score
35/42
Conservative Style (CS)
Measures the degree to which the organization relies on proven, risk-minimizing management practices to maintain stability and predictability.
Low conservatism
Balanced conservatism
High conservatism
014: Low conservatism | 1528: Balanced conservatism | 2942: High conservatism
A score of 35 indicates a high conservative style, suggesting strong emphasis on stability and proven methods with potential constraints on innovation if overapplied.
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DATA-BASED USER COHORTS

Who Usually Takes This Test?

Owners and CEOs
41%OF USERS
They want a quick, honest snapshot of whether the company is stuck in rigid control or ready for more flexible, empowering management.
HR and People Leaders
34%OF USERS
They use it to diagnose leadership style, spot cultural friction, and plan development steps across teams.
Consultants and Coaches
25%OF USERS
They take it to rapidly assess a client organization’s maturity and identify practical next moves for change.
BASED ON AGGREGATED, ANONYMIZED DATA FROM TENS OF THOUSANDS OF FREUDLY USERS.
Benchmarking

See How You Compare

Once you complete the test, your results are compared with real-world data from people in your country.
Below is a preview of how scores are typically distributed across each scale.
Creative-Innovative Style (CS)
Creative-Innovative Style (CS)
Average
27.8
Normal range
20.834.8
min.
0
max.
42
This curve shows how scores are typically distributed.
Once you complete the test, your result will appear on the scale so you can see how you compare.
Conservative style (Cs)
Conservative style (Cs)
Average
28.2
Normal range
22.633.9
min.
0
max.
42
This curve shows how scores are typically distributed.
Once you complete the test, your result will appear on the scale so you can see how you compare.
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SAMPLE QUESTIONS

Example Questions From the Test

    • No
    • Probably no
    • Probably yes
    • Yes
    • No
    • Probably not
    • Probably yes
    • Yes
    • No
    • Probably no
    • Probably yes
    • Yes
WHAT THE TEST MEASURES
About This Assessment
How is your business developing? Test

How Your Organization Is Developing Test - Symptoms and Signs

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This brief self-report measure is designed to provide a snapshot of perceived organizational development and prevailing management practices. How Your Organization Is Developing is intended to help identify whether an organization is experienced as operating with more traditional, directive approaches versus more participative, flexible approaches. It consists of 21 items and typically takes about 4 minutes to complete.

Responses are commonly used to support structured reflection and discussion among leaders, teams, or consultants regarding readiness for change and areas for improvement in organizational functioning. How Your Organization Is Developing can inform goal-setting and development planning by highlighting perceived strengths and potential constraints in current leadership and organizational processes.

Author: Edwin A. Locke, Gary P. Latham
Literature: Kotter, J. P. Leading change. Harvard Business School Press. 1996.
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