Mission Intelligence Systems

Executive Organizational Diagnostic · Technical reference

Diagnostic scoring formulas, examples, and limits

Find the exact production formulas, follow one answer through the scoring engine, and see what a result can and cannot support. This page documents the adaptive Executive Organizational Diagnostic, not every assessment on the site.

Read this before interpreting a number

Scores are developmental, directional indicators for reflection and discussion. They are not probabilities, causal estimates, clinical findings, audit evidence, external benchmarks, or validated predictions of organizational outcomes.

Documentation version
1.5
Instrument fingerprint
8b9c5245b5a7
Items in frozen bank
114
Effective date
September 19, 2026

Use the scoring rules

Calculate and explain a result

Choose the calculation you need. The tool performs the same published arithmetic and explains what the number means. It does not save or send anything.

What do you want to check?

Enter the item responses and weights

Responses must be 1–5. Weights must be greater than 0 and no more than 1.

Σ(weight × response) ÷ Σ(weight)

Calculated result

4.22

Weighted construct score

This is the weighted mean on the 1–5 response scale. Higher represents the healthier described condition.

This arithmetic does not establish reliability, precision, or a validated difference from another score.

This workbench computes how the instrument scores itself. To run the framework's arithmetic on figures your own organization already keeps, hours on a calendar, decisions in a queue, days between reviews, see the readiness calculators.

Formula quick reference

Response values run from 1 to 5, where 5 always represents the healthiest described condition. “Observed” means at least one answered item contributed to that construct.

Construct score

Σ(item weight × response) ÷ Σ(item weight)

A weighted mean on the 1–5 response scale.

Standard metric

Σ(observed input construct scores) ÷ number observed

An equal mean of observed construct scores, rounded to one decimal.

0–100 index

((metric mean − 1) ÷ 4) × 100

A linear index, not a percentage, probability, or percentile.

Inverted metric

6 − metric mean

Used for friction and load so a lower displayed value is healthier.

Evidence fill

min(weighted input evidence ÷ (minimum observations × 2), 1)

A coverage display, not statistical confidence or reliability.

Population standard deviation

√(Σ(value − mean)² ÷ n)

A descriptive team-spread statistic, not an estimate from a population sample.

Worked scoring example

This example uses made-up answers to demonstrate the arithmetic. It is not a benchmark or a target.

  1. 1. Compute one construct

    A response of 5 with weight 1.0 and a response of 3 with weight 0.5 produce (1.0 × 5 + 0.5 × 3) ÷ 1.5 = 4.33.

  2. 2. Combine observed constructs

    If a metric's observed input scores are 4.33, 3.50, and 4.00, its unrounded mean is (4.33 + 3.50 + 4.00) ÷ 3 = 3.9433….

  3. 3. Apply the display scale

    A standard metric displays 3.9. A 0–100 index displays ((3.9433 − 1) ÷ 4) × 100 = 73.6. An inverted metric displays 6 − 3.9433 = 2.1.

  4. 4. Check the evidence before the score

    If weighted input evidence is 8 and the metric minimum is 5 observations, evidence fill is 8 ÷ (5 × 2) = 0.80, or 80%. The score may still be provisional if an observed input construct has less than 3 weighted evidence.

How to read any score

Step 1

Confirm the direction

Most scores are healthier when higher. Execution Friction and Leadership Load are healthier when lower.

Step 2

Check its status

Locked means insufficient coverage. Provisional means the metric is visible but at least one observed input is thin.

Step 3

Read the evidence

Evidence fill describes weighted answer coverage. It does not describe certainty, accuracy, or reliability.

Step 4

Treat the result as a hypothesis

Use the band and indicated priority to decide what evidence to inspect and what conversation to hold next.

Population, administration, and question selection

The instrument is intended for executives and senior leaders describing current organizational conditions from their own perspective. It does not independently observe behavior or verify evidence. Role, visibility, recall, response style, recent events, and social desirability may affect results.

The bank contains 114 questions across eight domains. A session selects 35–50 questions; the default is 40. After sector and organization-size eligibility rules, the selector prioritizes weighted construct coverage, adds value for at least one full-weight primary item per construct, and then balances domains. It interleaves selected questions across domains.

Different respondents may receive different item sets. Scores can be compared descriptively, but no equivalence study has established that every generated form has the same measurement properties.

Construct scoring

Each item tags two or more constructs with weights greater than 0 and no more than 1. An item tagged to several constructs counts as one observation for each tagged construct. The engine records both item count and weighted evidence; it does not estimate standard error, internal consistency, item discrimination, or a confidence interval.

View all 20 constructs and metric mappings
IDConstructClusterFour AFeeds metrics
A1Priority DisciplineAttentionattentionEAI, BI
A2Capacity ManagementAttentionattentionEAI, LL
A3Signal ClarityAttentionattentionEAI, SAC
A4Attention MarginAttentionattentionEAI, LL, EF
AL1Strategic CoherenceAlignmentalignmentSAC, BI, TR
AL2Cascade DepthAlignmentalignmentSAC, BI
AL3Incentive AlignmentAlignmentalignmentSAC, BI
AU1Decision ArchitectureAuthorityauthorityDV, AD, BI
AU2Authority CalibrationAuthorityauthorityDV, AD
AU3Governance EfficiencyAuthorityauthorityDV, EF, BI
AU4Escalation HealthAuthorityauthorityDV, AD, LL
AD1Psychological SafetyAdaptabilityadaptabilityRI, TR, ARP
AD2Learning LoopsAdaptabilityadaptabilityRI, TR, BI
AD4Change CapacityAdaptabilityadaptabilityTR, BI
F1Process LoadFrictionfrictionEF, LL, BI
F2Meeting EffectivenessFrictionfrictionEF, LL
F4Decision VelocityFrictionfrictionDV, EF, BI
RM1Risk Identification RigorRisk MethodologyattentionRI, BI
RM4Risk Ownership ClarityRisk MethodologyauthorityRI, AD
DG1AI ReadinessAI & DigitalalignmentARP, TR, BI

Metric rules and thresholds

A metric takes the equal mean of its observed input construct scores. Unobserved constructs are excluded. Item weights affect the construct scores beneath a metric, but input constructs are equally weighted in the metric mean.

A metric unlocks only when its question-number threshold and minimum observation count are met and every observed input construct has at least 1.0 weighted evidence. An unlocked metric is marked provisional when any observed input has less than 3.0 weighted evidence.

Bands and unlock thresholds are design rules. They were not derived from outcome data, normative samples, sensitivity or specificity analysis, or externally observed breakpoints.

MetricScaleFormulaUnlock rule
Builder Index (BI)0–100 index((mean − 1) ÷ 4) × 100Question 15 + 15 observations + evidence floor
Executive Attention Index (EAI)1–5, higher is healthierEqual mean of observed input construct scoresQuestion 5 + 3 observations + evidence floor
Alignment Coherence (AC)1–5, higher is healthierEqual mean of observed input construct scoresQuestion 8 + 4 observations + evidence floor
Authority Distribution (AD)1–5, higher is healthierEqual mean of observed input construct scoresQuestion 8 + 4 observations + evidence floor
Decision Velocity (DV)1–5, higher is healthierEqual mean of observed input construct scoresQuestion 10 + 5 observations + evidence floor
Execution Friction (EF)1–5, lower is healthier6 − meanQuestion 12 + 5 observations + evidence floor
Leadership Load (LL)1–5, lower is healthier6 − meanQuestion 12 + 5 observations + evidence floor
AI Readiness Indicator (ARI)0–100 index((mean − 1) ÷ 4) × 100Question 20 + 6 observations + evidence floor
Risk Judgment (RJ)1–5, higher is healthierEqual mean of observed input construct scoresQuestion 20 + 6 observations + evidence floor
Transformation Readiness (TR)1–5, higher is healthierEqual mean of observed input construct scoresQuestion 28 + 8 observations + evidence floor
Builder Index, inputs and bands

A 0-100 linear rescale of the equal-weight mean of observed input construct scores. Item weights apply within each construct; unobserved constructs are excluded until measured.

Inputs: A1, A2, A3, A4, AL1, AL2, AL3, AU1, AU2, AU3, AU4, AD1, AD2, AD4, F1, F2, F4, RM1, RM4, DG1

Bands: Foundation 0–39 · Developing 40–59 · Operational 60–74 · Advanced 75–89 · High Performance 90–100

Executive Attention Index, inputs and bands

Degree to which leadership attention is concentrated, protected, and aligned with stated priorities.

Inputs: A1, A2, A3, A4

Bands: Critical 1–1.9 · Fragmented 2–2.9 · Developing 3–3.9 · Disciplined 4–5

Alignment Coherence, inputs and bands

Shared directional understanding across the leadership layer and into execution teams.

Inputs: A3, AL1, AL2, AL3

Bands: Fragmented 1–1.9 · Surface 2–2.9 · Emerging 3–3.9 · Structural 4–5

Authority Distribution, inputs and bands

Whether decision rights are distributed to the point of knowledge or concentrated in ways that create drag.

Inputs: AU1, AU2, AU4, RM4

Bands: Bottlenecked 1–1.9 · Concentrated 2–2.9 · Emerging 3–3.9 · Distributed 4–5

Decision Velocity, inputs and bands

Speed at which decisions reach resolution at the appropriate organizational level.

Inputs: AU1, AU2, AU3, AU4, F4

Bands: Stalled 1–1.9 · Slow 2–2.9 · Functional 3–3.9 · High Velocity 4–5

Execution Friction, inputs and bands

Total coordination overhead relative to execution value produced. Inverted - lower is better.

Inputs: A4, AU3, F1, F2, F4

Bands: High Drag 4–5 · Significant 3–3.9 · Manageable 2–2.9 · Low Friction 1–1.9

Leadership Load, inputs and bands

Executive bandwidth consumed by reactive coordination and admin work vs. strategic leadership. Inverted - lower is better.

Inputs: A2, A4, AU4, F1, F2

Bands: Overloaded 4–5 · Strained 3–3.9 · Managed 2–2.9 · Protected 1–1.9

AI Readiness Indicator, inputs and bands

A composite index of the structural (not technical) conditions associated with AI investments producing organizational value. It is a rescaled mean of its input constructs, not an empirically calibrated probability of any outcome.

Inputs: DG1, AD1, AU1, AD4

Bands: Low 0–29 · Conditional 30–59 · Favorable 60–84 · Strong 85–100

Risk Judgment, inputs and bands

Risk methodology (identification, ownership, calibration) plus risk culture and leadership treatment of risk as judgment.

Inputs: RM1, RM4, AD1, AD2

Bands: Administrative 1–1.9 · Emerging 2–2.9 · Operational 3–3.9 · Strategic 4–5

Transformation Readiness, inputs and bands

A forward-looking indicator of readiness for large-scale organizational change, derived from your responses. It is not a validated prediction of whether a change effort will succeed.

Inputs: AL1, AD1, AD2, AD4, DG1

Bands: Unready 1–1.9 · Fragile 2–2.9 · Emerging 3–3.9 · Ready 4–5

Missing responses and evidence sufficiency

An unanswered item contributes nothing. An entirely unobserved construct is excluded from a metric rather than assigned zero. Because inputs enter as they are observed, a partial metric can change composition during the assessment.

Evidence sufficiency is answer coverage, not statistical confidence. The session labels are Early for 0–9 answered questions, Developing for 10–20, Established for 21–34, and Complete for 35 or more. “Complete” does not mean definitive, accurate or validated.

Evidence fill uses weighted input evidence, not raw observations: min(weighted input evidence ÷ (minimum observations × 2), 1). A metric can display a high overall fill and still be provisional if one observed input construct is thin.

The separate self-directed 24-item Organizational Readiness Index offers “Insufficient evidence.” It excludes that response from condition means and requires at least three substantiated items in a condition before displaying its score. Read the ORI scoring note.

How the indicated constraint is selected

The self-diagnostic does not estimate a causal constraint. It ranks unlocked, recommendation-eligible metrics other than Builder Index. Healthy-oriented metrics use (maximum − score) ÷ range; inverted metrics use (score − minimum) ÷ range. The greatest normalized severity supplies the “Address First” recommendation.

Unlock order can influence a partial result because a metric cannot be ranked before it unlocks. The normalization also assumes positions on different scales are comparable. That is a design assumption, not an empirically established property.

“Primary constraint” therefore means indicated area to investigate first, not proof that the metric caused an outcome or that improving it will produce the greatest effect.

Team aggregation and divergence

Team reports require at least three respondents. For each unlocked metric, the engine reports the arithmetic mean, minimum, maximum, range, and population standard deviation across available respondent scores. It also counts provisional contributions.

A divergence zone is flagged when the observed range exceeds 1.5 points on a 1–5 metric, or the equivalent 37.5 points on a 0–100 index. This is a design rule, not an empirically validated threshold. Divergence describes disagreement; it does not establish its cause.

Responsible use and decision safeguards

Appropriate uses

  • Structure a conversation about current conditions.
  • Identify hypotheses and areas for evidence gathering.
  • Surface disagreement among independent respondents.
  • Track directional change under consistent administration.
  • Prioritize questions for facilitated review.

Do not use it to

  • State the probability that an AI investment or transformation will succeed.
  • Claim that one condition caused an outcome.
  • Rank employees, make employment decisions, or evaluate performance.
  • Represent compliance, audit assurance, or a professional risk opinion.
  • Benchmark organizations without an appropriate normative sample.
  • Treat small score differences as measured capability differences.

This page documents product behavior and responsible interpretation. Contract, privacy, and legal terms are published separately. Organizations remain responsible for determining whether a proposed use is lawful and appropriate in their context. See Legal terms and the Privacy Policy.

Research use of contributed responses

A team-diagnostic participant may choose, after submission, to contribute answers to instrument research. Refusal has no cost. Browser-only instruments do not make this offer because their answers are not sent.

A contributed record excludes direct identifiers such as name, email address, personal title, organization name, team identifier, and response identifier. It retains item responses, instrument id and fingerprint, broad organization and role categories, elapsed time, contribution month, and an opaque organization key. This design reduces linkability; it does not claim that re-identification risk is zero in every context. Retention is five years, and the one-time withdrawal code deletes the record when presented.

Collection makes future analysis possible; it does not itself validate the instrument. No claim on this page changes until an analysis is completed and reported with its sample, methods, date, and instrument fingerprint.

Validation status

Automated tests establish that the software follows its specified scoring, selection, and aggregation rules. They do not establish measurement validity.

No published study has yet established internal consistency, test–retest reliability, inter-form equivalence, factor structure, convergent or discriminant validity, criterion validity, predictive calibration, measurement invariance, normative bands, or meaningful-change thresholds for this instrument. Until that work is completed, every output should be treated as developmental and directional.

The frozen fingerprint is a hash of every item's stem, construct tags, and five behavioral anchors. The public validation status names each planned analysis, minimum sample, and result that would count against the instrument.

This documentation follows the principle that interpretation must be tied to purpose and evidence. See the APA Guidelines for Psychological Assessment and Evaluation.

Item-to-construct mapping

This table is generated from the production question bank so the published mapping cannot silently drift from the scoring engine.

Open the complete 114-item mapping
ItemDomainQuestionConstruct weights
LEAD-01leadershipWhen a new high-priority demand arrives, what typically happens to the work already on the leadership team’s plate?A1: 1 · A2: 0.7
LEAD-02leadershipHow clearly do people below the executive team understand what leadership actually cares about most right now?A3: 1 · A4: 0.6 · AD1: 0.5
LEAD-03leadershipHow well do senior leaders protect time for the few things only they can do?A1: 0.8 · A4: 1
LEAD-04leadershipHow realistic is the leadership team about how much it can take on at once?A2: 1 · A4: 0.7
LEAD-05leadershipHow clear and consistent is the direction leaders give when priorities compete?A3: 1 · AL1: 0.6
LEAD-06leadershipHow safe is it for people to tell senior leaders something they don’t want to hear?AD1: 1 · A3: 0.5
LEAD-07leadershipHow disciplined are leaders about saying no to good-but-not-priority opportunities?A1: 1 · A3: 0.6
LEAD-08leadershipHow much of senior leaders’ calendars is consumed by meetings that don’t need them?A4: 1 · F2: 0.7
LEAD-09leadershipHow well do leaders develop the people beneath them rather than just direct them?AD1: 0.7 · AD2: 1
LEAD-10leadershipHow well do leaders delegate real authority rather than hold decisions themselves?A2: 0.8 · A1: 0.6
LEAD-11leadershipHow consistently do leaders model the behaviors they ask of everyone else?A3: 0.8 · AD1: 0.7
LEAD-12leadershipHow much of leadership’s time goes to proactive strategic work versus reacting to the day?A4: 1 · A2: 0.7
DEC-01decision makingFor recurring decisions, how clear is it who actually holds the authority to decide?AU1: 1 · AU2: 0.8
DEC-02decision makingWhen a decision needs to move up for resolution, what usually happens?AU4: 1 · AU3: 0.6 · F4: 0.7
DEC-03decision makingHow much does unclear decision ownership slow things down in practice?AU1: 1 · F4: 0.8
DEC-04decision makingHow well are people’s decision-making limits matched to what they can actually judge?AU2: 1 · AU4: 0.6
DEC-05decision makingHow much governance overhead sits on top of everyday decisions?AU3: 1 · F4: 0.7
DEC-06decision makingHow well designed are the forums and meetings where decisions actually get made?AU1: 0.8 · AU3: 0.8
DEC-07decision makingHow often are decisions made at the appropriate level rather than pushed up or down inappropriately?F4: 0.9 · AU2: 0.8
DEC-08decision makingHow often are made decisions reopened or second-guessed after the fact?AU4: 0.8 · AU1: 0.7
DEC-09decision makingHow well does the organization balance delegated authority with appropriate control?AU2: 0.9 · AU3: 0.7
DEC-10decision makingHow long does a typical significant decision take from raised to resolved?F4: 1 · AU4: 0.6
DEC-11decision makingHow well does the organization learn from decisions that turned out poorly?AU1: 0.7 · AD2: 0.9
DEC-12decision makingHow many approval loops sit between a routine request and getting it done?AU3: 0.9 · F1: 0.8
STR-01strategyIf you asked five senior leaders to state the strategy independently, how similar would the answers be?AL1: 1 · AL2: 0.8
STR-02strategyHow well do incentives and rewards line up with the stated strategic priorities?AL3: 1 · A1: 0.6
STR-03strategyHow clearly is the strategy expressed in terms people can act on?AL1: 0.9 · A3: 0.7
STR-04strategyHow well does the strategy translate into aligned goals as it cascades down the organization?AL2: 1 · AL3: 0.6
STR-05strategyHow disciplined is the organization about the trade-offs the strategy implies?A1: 0.8 · AL1: 0.9
STR-06strategyHow clear is the line of sight from frontline work to the strategy?AL2: 0.9 · A3: 0.7
STR-07strategyHow well does resource allocation actually follow the stated strategy?AL3: 0.9 · AL1: 0.7
STR-08strategyHow consistently is the strategy communicated over time?A3: 0.9 · AL2: 0.7
STR-09strategyHow well can the strategy adapt when conditions change without losing coherence?AL1: 0.9 · AD4: 0.7
STR-10strategyHow well does the organization distinguish true priorities from things that are merely important?A1: 1 · AL3: 0.6
EXE-01executionHow much of your teams’ capacity is consumed by process and meetings versus actual delivery?F1: 1 · F2: 0.9
EXE-02executionAfter an initiative finishes, what happens to what was learned?AD2: 1 · AD4: 0.7 · F4: 0.5
EXE-03executionHow often does process itself slow delivery of work that is already agreed?F1: 1 · F4: 0.7
EXE-04executionHow effective are the recurring meetings your teams rely on to coordinate?F2: 1 · A4: 0.6
EXE-05executionHow much capacity does the organization have to take on change while still running the business?AD4: 1 · AD2: 0.6
EXE-06executionHow smoothly does work move across handoffs between teams?F4: 0.9 · F1: 0.8
EXE-07executionHow well do teams turn what they notice during the work into improvements?AD2: 1 · F2: 0.6
EXE-08executionHow much accumulated process debt slows the organization down?F1: 1 · AD4: 0.6
EXE-09executionHow reliably do meetings end with clear ownership of what happens next?F2: 1 · F4: 0.6
EXE-10executionHow well does day-to-day execution stay connected to the strategy?AD4: 0.7 · AL1: 0.9
EXE-11executionHow does the organization respond when execution reveals that something isn’t working?AD2: 0.9 · RM1: 0.6
EXE-12executionHow much coordination effort does it take to get cross-functional work done?F1: 0.9 · F2: 0.8
RISK-01riskHow does the organization surface risks before they become problems?RM1: 1 · AD1: 0.6
RISK-02riskWho owns the organization’s most significant risks, and how clear is that ownership?RM4: 1 · AD2: 0.5
RISK-03riskHow rigorous is the organization at identifying the risks that actually matter?RM1: 1 · RM4: 0.6
RISK-04riskHow safe is it to raise a risk or bad news without being blamed?AD1: 1 · RM1: 0.6
RISK-05riskHow well is the authority to act on a risk matched to the person who owns it?RM4: 1 · AU4: 0.6
RISK-06riskHow well does the organization learn from near-misses, not just failures?RM1: 0.8 · AD2: 0.9
RISK-07riskHow does leadership treat risk - as a compliance chore or a judgment capability?AD1: 0.8 · AD2: 0.8
RISK-08riskHow well does the organization calibrate the likelihood and impact of risks?RM1: 0.9 · RM4: 0.7
RISK-09riskHow early does the organization tend to see trouble coming?RM1: 1 · AD1: 0.5
RISK-10riskHow consistently are significant risks reviewed and acted on over time?RM4: 1 · AD2: 0.6
RISK-11riskWhen a risk materializes, does the response focus on judgment or on blame?AD1: 1 · RM4: 0.6
RISK-12riskHow well is risk thinking built into major decisions rather than bolted on after?RM1: 0.9 · RM4: 0.8
TECH-01technology aiHow ready is the organization’s structure and culture to turn AI investment into real value?DG1: 1 · AD4: 0.7
TECH-02technology aiHow are decisions about technology and data actually governed?AU1: 0.9 · AD1: 0.6
TECH-03technology aiHow usable and trustworthy is the organization’s data for making decisions?DG1: 1 · AU1: 0.6
TECH-04technology aiHow prepared is the workforce for the ways technology will change their work?AD4: 1 · DG1: 0.6
TECH-05technology aiHow safe is it to experiment with new technology and sometimes fail?AD1: 1 · DG1: 0.6
TECH-06technology aiHow well does the organization learn and improve as it adopts new technology?DG1: 0.8 · AD2: 0.9
TECH-07technology aiHow well are technology decisions coordinated with the change management they require?AU1: 0.7 · AD4: 0.9
TECH-08technology aiHow healthy is the organization’s culture around using data and tools day to day?DG1: 1 · AD1: 0.5
TECH-09technology aiHow well does the organization scale a technology that works in one place to the whole?AD4: 0.9 · AU1: 0.7
TECH-10technology aiHow confident are you that current technology investments will deliver their intended value?DG1: 1 · AD4: 0.6
GOV-01governanceHow efficient is the organization’s oversight relative to the value it produces?AU3: 1 · F1: 0.8
GOV-02governanceHow well is governance designed as a performance enabler rather than a compliance exercise?AU1: 0.8 · A2: 0.6
GOV-03governanceHow clear are the roles and mandates of the organization’s governance bodies?AU3: 0.9 · AU1: 0.7
GOV-04governanceHow much reporting and administrative burden does governance place on the people doing the work?F1: 1 · A2: 0.6
GOV-05governanceHow well are controls sized to the actual level of risk?AU3: 1 · F1: 0.7
GOV-06governanceHow clearly do people understand how governance decisions get made and by whom?AU1: 0.8 · AU3: 0.8
GOV-07governanceHow much of leadership’s capacity is consumed by governance rituals versus real oversight?A2: 0.8 · F1: 0.8
GOV-08governanceHow well does governance speed up good decisions rather than slow everything down?AU3: 1 · AU1: 0.7
GOV-09governanceHow proportionate is compliance overhead to the risks it is meant to manage?F1: 1 · AU3: 0.7
GOV-10governanceHow well does executive and board oversight focus on what truly matters?A2: 0.8 · AU1: 0.8
CHG-01change transformationHow much capacity does the organization have to absorb and sustain major change?AD4: 1 · AL1: 0.6
CHG-02change transformationWhen change reaches the front line, how well does it actually take hold?AL2: 1 · AD1: 0.5 · AD2: 0.5
CHG-03change transformationHow well does the organization sustain change after the initial push fades?AD4: 1 · AD2: 0.7
CHG-04change transformationHow clearly is major change tied to a coherent strategic rationale?AL1: 1 · AD4: 0.6
CHG-05change transformationHow safe do people feel during periods of significant change?AD1: 1 · AD4: 0.6
CHG-06change transformationHow well does the organization learn and adjust as a transformation unfolds?AL2: 0.7 · AD2: 1
CHG-07change transformationHow well does the organization sequence multiple changes rather than pile them on at once?AD4: 1 · AL1: 0.6
CHG-08change transformationHow openly is resistance to change surfaced and worked through?AD1: 1 · AL2: 0.6
CHG-09change transformationWhat does the organization’s track record on major change look like?AD2: 0.8 · AD4: 1
CHG-10change transformationHow ready is the organization right now to take on its next major transformation?AL1: 0.8 · AD1: 0.7
LEAD-13leadershipWhat behavior do senior leaders visibly reward when they praise or promote someone?AL3: 1 · A3: 0.5
EXE-13executionWhat happens to someone who stops a project that is no longer worth finishing?AL3: 1 · A1: 0.5
GOV-11governanceHow closely do performance reviews and compensation follow the priorities leadership says matter most?AL3: 1 · AL1: 0.5
CHG-11change transformationWhen priorities change, how quickly do goals and incentives change with them?AL3: 1 · AL2: 0.5
LEAD-14leadershipWhen leaders hand over responsibility for something, how much authority goes with it?AU2: 1 · AU1: 0.4
EXE-14executionDo the people held accountable for a result hold the authority needed to produce it?AU2: 1 · AU1: 0.5
GOV-12governanceHow well do approval thresholds match the actual weight of what is being approved?AU2: 1 · AU3: 0.5
TECH-11technology aiWho decides where AI and new technology get used, relative to who understands the work?AU2: 1 · DG1: 0.5
DEC-13decision makingWhat happens to the work while a decision is sitting with someone above?AU4: 1 · F4: 0.5
RISK-13riskWhat does it cost someone to escalate a risk they cannot resolve themselves?AU4: 1 · AD1: 0.5
GOV-13governanceWhen something is escalated for a decision, what comes back?AU4: 1 · F4: 0.5
CHG-12change transformationDuring a major change, where do unresolved conflicts between teams go?AU4: 1 · AD4: 0.5
STR-11strategyHow many things does the organization currently call a top priority?A1: 1
LEAD-15leadershipHow much uncommitted time does a senior leader have in a typical week?A4: 1
EXE-15executionWhen two teams’ plans conflict, what do they resolve the conflict against?AL1: 1
CHG-13change transformationHow far down the organization can someone explain why the current change is happening?AL2: 1
GOV-14governanceFor the decisions this organization makes most often, is it written down who decides?AU1: 1
EXE-16executionOf the time a delivery team spends, how much goes to reporting and oversight rather than the work?AU3: 1
DEC-14decision makingIn a decision meeting, what happens when the most junior person disagrees with the most senior?AD1: 1
RISK-14riskAfter something goes wrong, what actually changes?AD2: 1
STR-12strategyWhen new work arrives and every team is already committed, what happens?A2: 1 · A1: 0.5
GOV-15governanceHow long does it take to get an answer to a question that is blocking work?F4: 1 · AU3: 0.5
GOV-16governanceWhen a new oversight or reporting requirement is introduced, is anything removed to make room for it?A2: 1 · AU3: 0.5
EXE-17executionWhen a team has to choose between two things leadership has asked for, do they know which one wins?A3: 1 · A1: 0.5
EXE-18executionBetween a piece of work being ready for a decision and the decision arriving, how much of that time is spent waiting?F4: 1 · AU4: 0.5
CHG-14change transformationDuring a change, how long does it take to reverse a decision that turns out to be wrong?F4: 1 · AD2: 0.5

Limits of use

These four canonical limits appear on result screens and reports:

  1. A reading is one vantage point, not the organization

    Every score here comes from what people could observe and were willing to report, from where they sit. A senior view stops where the information stops reaching it, and a team view is bounded by what the team has been told. That is a real signal about the organization, and it is not the same thing as ground truth. Treat a result as a claim to check against records, calendars, and the people closest to the work, not as a finding that has already been checked.

  2. A recommendation is a hypothesis, not an instruction

    What this produces is the most defensible next question given the pattern in the answers. It has no access to your funding cycle, your contracts, your regulator, your technology estate, or the person who is about to resign, and any one of those can be the real constraint while the instrument points somewhere else. The recommendation is worth acting on when your own judgment, and the evidence you can gather, agree with it. It is worth arguing with when they do not, and the disagreement is more useful than the score.

  3. Outcomes are decided in execution, by people and by systems

    Reading a diagnostic changes nothing. What changes an organization is a specific person with authority making a specific decision, and then the follow-through surviving contact with the work: competing priorities, staffing, incentives, contracts, data quality, system limits, vendors, and everything else outside these questions. Two organizations with identical results can end a year in opposite places, and the difference is what they did and what happened to them, not what they scored.

  4. Conditions move, so a result has a shelf life

    These readings describe a moment. A reorganization, a departure, a new system, or a change in demand can move a condition faster than any plan built on the old reading. Measure again rather than assuming a result still holds, and treat a number that has not moved as a question about whether anything actually changed.

The individual profiles use a different first limit: they return a disposition on the day answered, never a measure of ability and never a basis for selecting, ranking, or evaluating anyone. The canonical statements are held at limits version 1.0 and enforced by the build.

Documentation and version history

This record is retained for validation, auditability, and change control. Most visitors do not need it.

1.5 · September 19, 2026
Added an interactive scoring workbench and moved the change record out of the primary reading path. No item, weight, threshold, scoring rule, or instrument fingerprint changed.
1.4 · September 19, 2026
Reorganized the note around formulas, examples, navigation, and responsible use. Corrected the evidence-fill description to weighted evidence, documented the evidence floor and provisional rule, clarified research linkability, and consolidated version history. No item, weight, threshold, scoring rule, or instrument fingerprint changed.
1.3 · September 3, 2026
Added one canonical limits statement to every result surface and report. Scoring and the fingerprint did not change.
1.2 · September 3, 2026
Added optional research contribution for team-diagnostic participants. No item, weight, construct, threshold, or interpretation rule changed.
1.1 · September 3, 2026
Added “Insufficient evidence” to the separate self-directed short form and a three-substantiated-item condition minimum. The frozen adaptive bank and team administration did not change.
1.0 · August 31, 2026
Froze the 114-item adaptive instrument for validation at fingerprint 8b9c5245b5a7.
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