1. When your organization talks about “change” or “improvement,” what’s usually meant?
Strengthening and refining what already existsFixing problems as they come upResponding to external pressure (funders, deadlines, crises)Rethinking how we operate at a deeper level

2. How aligned is leadership right now?
Leadership is generally aligned and communicates openlyThere’s agreement on the surface, but some underlying tensionDifferent leaders have different priorities or interpretationsAlignment hasn’t really been discussed

3. How well do people across the organization understand what success actually looks like in their role?
People understand how their work connects to our commitments and outcomesSome roles are clear, others less soExpectations exist, but ownership variesRoles are defined, but success isn’t consistently discussed

4. When challenges come up, what tends to happen?
We step back and look at systems and structuresA few people carry most of the responsibilityWe react quickly, but don’t always reflect afterwardWe put out fires and move on

5. How open is the organization to changing how work gets done — not just who does it?
Very open — we understand systems matterSomewhat open, depending on impactCautious — change feels riskyNot very open — current ways feel safer

6. Right now, which statement feels closest to the truth?
We’re stable and ready to strengthen our foundationWe’re growing, but feeling stretchedWe’re committed to the mission, but overwhelmedWe know something needs to change, but aren’t sure where to begin