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Readiness for Organizational Change (ROC)3

Readiness for Organizational Change (ROC) Test

Understand how ready employees are for workplace change in 5 minutes. Get clear, actionable insights to reduce resistance, strengthen buy-in, and guide rollout plans.

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Questions: 255 minutes

08:30

October 2, 2025

October 2, 2025
Material has been updated

October 2, 2025
Material has been published

17,387 views

1,968 completions

1,571 likes

Verified by Daniel Hall

Psychologist with 25 years of experience

Scale Explorer

How the Scales are Structured

example score

23/35

Personal Attitude (PA)

Measures how positively a person expects organizational changes to affect them personally (e.g., status, comfort, opportunities).

Skeptical

Mixed

Positive

5 – 15: Skeptical | 16 – 25: Mixed | 26 – 35: Positive

A score of 23 falls in the Mixed range, suggesting the person sees some potential personal benefits of change but also has notable reservations or uncertainty.

example score

15/35

Change Implementability (CI)

Measures how capable and resourced a person feels to handle organizational changes and adapt successfully.

Low feasibility

Moderate feasibility

High feasibility

5 – 17: Low feasibility | 18 – 26: Moderate feasibility | 27 – 35: High feasibility

A score of 15 falls in the Low feasibility range, suggesting the person currently doubts having enough skills or resources to cope effectively with upcoming changes.

example score

17/35

Leadership Support (LS)

Measures how much employees perceive management as supportive and committed to the planned organizational changes.

Low support perceived

Moderate support perceived

High support perceived

5 – 15: Low support perceived | 16 – 25: Moderate support perceived | 26 – 35: High support perceived

A score of 17 suggests a moderate perception of management support, indicating some signs of leadership backing for change alongside noticeable uncertainty or mixed signals.

example score

25/70

Change Appropriateness (CA)

Measures how strongly a person believes the planned changes are appropriate, aligned with organizational goals, and beneficial for effectiveness.

Low relevance

Moderate relevance

High relevance

10 – 30: Low relevance | 31 – 50: Moderate relevance | 51 – 70: High relevance

A score of 25 suggests low perceived relevance, meaning the changes are currently seen as not well-aligned with priorities or unlikely to improve organizational effectiveness.

example score

49/175

Readiness for Organizational Change (RfOC)

Measures how positively a person views organizational changes and how willing they are to support and engage with them.

Low readiness

Moderate readiness

High readiness

25 – 74: Low readiness | 75 – 124: Moderate readiness | 125 – 175: High readiness

A score of 49 indicates low readiness for organizational change, suggesting a generally cautious or skeptical stance toward upcoming changes and limited willingness to engage with them.

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DATA-BASED USER COHORTS

Who Usually Takes This Test?

Employees facing upcoming change

41%OF USERS

People who hear about reorganizations, new systems, or new processes and want to understand how ready they feel to adapt.

Managers leading transitions

34%OF USERS

Team leads and project managers who need a quick read on their group’s support, confidence, and likely resistance to changes.

HR and change consultants

25%OF USERS

HR specialists and internal/external consultants who collect data to plan communication, training, and targeted support during transformation.

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.

Personal relationship (Pr)

Average

26.2

Normal range

20.8 — 31.7

min.

max.

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.

Feasibility of Changes (FoC)

Average

22.2

Normal range

18.2 — 26.2

min.

max.

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.

Management Support (MS)

Average

26.4

Normal range

21 — 31.7

min.

max.

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.

Relevance of changes (Roc)

Average

28.1

Normal range

19 — 37.3

min.

max.

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.

Readiness for Organizational Change (RfOC)

Average

119.8

Normal range

100.2 — 139.4

min.

max.

175

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

- Strongly disagree
- Disagree
- Somewhat disagree
- Neither agree nor disagree
- Somewhat agree
- Agree
- Strongly agree
- Strongly disagree
- Disagree
- Somewhat disagree
- Neither agree nor disagree
- Somewhat agree
- Agree
- Strongly agree
- Strongly disagree
- Disagree
- Somewhat disagree
- Neither agree nor disagree
- Somewhat agree
- Agree
- Strongly agree

These are 3 of the 25 real questions — the rest appear in the test. No sign-up needed to start.

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WHAT THE TEST MEASURES

About This Assessment

Readiness for Organizational Change (ROC) Test - Symptoms and Signs

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This self-report measure evaluates an individual’s attitudes and perceived preparedness for change initiatives in the workplace. Readiness for Organizational Change (ROC) is intended to support an initial appraisal of change-related perceptions that may affect engagement with planned organizational transitions.

The instrument includes 25 items and typically requires about 5 minutes to complete. Items ask respondents to rate their thoughts and feelings about workplace change, which can help identify potential facilitators (e.g., openness and perceived capability) and barriers (e.g., hesitation or low confidence) relevant to implementation efforts. The measure is attributed to William A. Pasmore and Richard W. Woodman.

Results from Readiness for Organizational Change (ROC) are commonly used to inform planning and communication strategies, target support needs, and guide follow-up discussion at the individual or group level. Interpretation should consider organizational context and be integrated with other sources of information (e.g., interviews, performance data) rather than used as a standalone determinant of readiness.

Author: Richard W. Woodman, William A. Pasmore

Literature: Holt, D. T., Armenakis, A. A., Feild, H. S., & Harris, S. G. Readiness for organizational change: The systematic development of a scale. Journal of Applied Behavioral Science. 2007.