Using the response options below, write in the blank before each statement the number which best describes your answer.

Response Options:

1 = Not at all

2= To a slight extent

3= To a moderate extent

4= To a great extent

5= To a very great extent

1. The current reality in my organization is that: People feel free to speak their minds about what they have learned, there is no fear, threat or repercussion for disagreeing or dissenting.
2. Mistakes made by individuals or departments are turned into constructive learning experiences.
3. There is a general feeling that it's always possible to find a better way to do something.
4. Multiple viewpoints and open productive debates are encouraged and cultivated.
5. Experimentation is endorsed and championed, and is a way of doing business.
6. Mistakes are clearly viewed as positive growth opportunities throughout the system.
7. There is willingness to break old patterns in order to experiment with different ways of organizing and managing daily work.
8. Management practices are innovative, creative, and periodically risk taking.
9. The quality of work life in our organization is improving.
10. There are formal and informal structures designed to encourage people to share what they learn with their peers and the rest of the organization.
11. The organization is perceived as designed for problem-solving and learning.
12. Learning is expected and encouraged across all levels of the organization: management, employees, supervision, union, stockholders, customers.
13. People have an overview of the organization beyond their specialty and function, and adapt their working patterns to it.
14. "Lessons learned" sessions are conducted so as to produce clear, specific and permanent structural and organizational changes.
15. Management practices, operations, policies and procedures that become obsolete by hindering the continued growth of people and the organization are removed and replaced with workable systems and structures.
16. Continuous improvement is expected and treated receptively.
17. There are clear and specific expectations of each employee to receive a specified number of hours of training and education annually.
18. Workers at all levels are specifically directed towards relevant and valuable training and learning opportunities - inside and outside the organization.
19. Cross-functional learning opportunities are expected and organized on a regular basis, so that people understand the functions of others whose jobs are different, but of related importance.
20. Middle managers are seen as having the primary role in keeping the learning process running smoothly throughout the organization.
21. The unexpected is viewed as an opportunity for learning.
22. People look forward to improving their own competencies as well as those of the whole organization.
23. The systems, structures, policies and procedures of the organization are designed to be adaptive, flexible, and responsive to internal and external stimuli.
24. Presently, even if the environment of the organization is complicated, chaotic, and active, nevertheless it is not on overload.
25. There is a healthy, manageable level of stress that assists in promoting learning.
26. Continuous improvement is practiced as well as preached.
27. The difference between training/education and learning is clearly understood. (Training and education can be so conducted that no learning takes place.)
28. People are encouraged and provided the resources to become self-directed reamers.
29. There is a formal, on-going education program to prepare middle managers in their new roles as teachers, coaches and leaders.
30. Recognition of your own learning style and those of co-workers is used to improve communication and over-all organizational learning.
31. Management is sensitive to learning and development differences in their employees, realizing that people learn and improve their situations in many different ways.
32. There is sufficient time scheduled into people's professional calendars to step back from day-to-day operations and reflect on what is happening in the organization.
33. There is direction and resource allocation planned to bring about meaningful and lasting learning.
34. Teams are recognized and rewarded for their innovative and paradigm breaking solutions to problems.
35. Managers have considerable skills for gathering information and developing their abilities to cope with demanding and changing management situations.
36. Managers enable their staffs to become self-developers, and learn how to improve their performance.