7 Conditions of Transformation Organizational Culture Assessment

A quick mirror of how ready your team or organization is to move beyond transaction into transformation.

Before You Begin

This assessment is a mirror, not a report card. There are no perfect scores and no “good” or “bad” answers. The only way to get real value is to be honest about how things actually are in your team or organization over the last 3–6 months, not how you wish they were.

Instructions: Think about your current team or organization as a whole and choose how often each statement has been true recently.

Scale: 1 = Never    2 = Rarely    3 = Sometimes    4 = Often    5 = Almost Always

Purpose
1. People in our organization can clearly describe why we exist beyond meeting goals, metrics, or external expectations.
2. People at different levels see a clear line between our stated purpose and the work they do day to day.
3. When we make big decisions, we explicitly connect them back to our purpose and values.
Commitment
4. When we commit to a new initiative that matters, leaders stay with it long enough to learn, adjust, and improve.
5. In our organization, we jump from one initiative to the next without giving people time to learn or see things through.
Common Language
6. We have a shared language or framework for talking about leadership, culture, and transformation (not just generic buzzwords).
7. Across departments, people describe “what good leadership looks like here” in similar ways.
Vulnerability
8. Senior and mid-level leaders in our organization are willing to admit mistakes, ask for help, and share what they are learning.
9. People in our organization avoid surfacing hard truths or real challenges because they worry about how leaders will react.
10. It is normal and safe in our organization to talk about real struggles, not just successes and metrics.
Consistency
11. Our stated values and culture commitments show up consistently in daily decisions, not just on posters or in presentations.
12. When pressure or crisis hits, we quickly abandon our stated values and “do whatever it takes” to survive.
Deep & Trusting Relationships
13. There are strong, trusting relationships across levels (frontline, middle management, executive) in our organization.
14. Leaders regularly invest time in knowing their people beyond their roles and job titles.
15. Feedback (up, down, and across) is given in ways that strengthen trust rather than damage it.
Safe Space to Learn & Practice
16. People are encouraged to experiment, learn, and practice new ways of working or leading—even if it’s a bit messy at first.
17. When mistakes happen, our default response is blame and fear rather than learning and improvement.
Culture of One – Past / Present / Future
18. Pamana (Past): We actively honor our roots—our story, history, and those who came before us—when we make decisions about where we are going.
19. Ung’gno (Present): Leaders regularly pay attention to how people are actually feeling and experiencing our culture right now—not just what the numbers say.
20. Kapwa (Future): People feel they are building a shared future here—that “who I am” is deeply connected to “who we are becoming” together.

Thank you for taking our assessment

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