Tools & Resources: Post-Reorg Cultural Health Check
A Practical Survey + Leadership Interpretation Guide
How to Use This Tool
Organizational clarity and cultural stability often dip after a reorg not because people resist change, but because they’re trying to make sense of it. This simple, 10-question survey helps leaders quickly understand the emotional temperature, clarity gaps, and alignment issues that surface in the first 30–90 days post-reorganization.
Who should use it
Any organization post-reorg, looking to understand: confidence in leadership, psychological safety, communication flow, role clarity, team cohesion, morale, and early risks or opportunities.
When to send it
2–4 weeks after the reorg announcement
Again at 6–8 weeks
Then quarterly until stability returns
How to deploy
Send via Google Forms, Typeform, SurveyMonkey, or a simple internal tool.
Keep it anonymous.
Tell employees how results will be used.
Share back high-level findings within 1–2 weeks.
How leaders should use results
Use the Interpretation Guide to identify where to focus. The aim isn’t to “fix everything” — it’s to address 2–3 core issues that will unlock stability and trust. Re-running the survey helps track progress.
POST-REORG CULTURAL HEALTH SURVEY
1. How clear do you feel about the direction of the organization after the reorg?
Very clear
Mostly clear
Somewhat unclear
Very unclear
2. How confident are you in the organization’s leadership to guide the company forward?
Very confident
Mostly confident
Somewhat doubtful
Very doubtful
3. How well do you understand how the reorg affects your role and priorities?
Completely clear
Mostly clear
Somewhat unclear
Not clear
4. To what extent do you feel psychological safety in your day-to-day work right now?
High
Moderate
Low
Very low
5. After the reorg, how connected do you feel to your team and colleagues?
Very connected
Somewhat connected
Not very connected
Disconnected
6. How supported do you feel by your manager during this transition?
Very supported
Mostly supported
Somewhat unsupported
Unsupported
7. How aligned do your current responsibilities feel with the company’s stated priorities post-reorg?
Highly aligned
Mostly aligned
Somewhat misaligned
Very misaligned
8. How well is information flowing across the company since the reorg?
Very well
Mostly well
Not very well
Poorly
9. How would you describe the current morale of the organization?
High
Stable
Fragile
Low
10. What is one thing leadership could do right now that would help you feel more supported or informed? (Open text)
Optional Add-Ons (if desired):
11. What’s the biggest source of confusion or concern you’re seeing or hearing from others? (Open text)
12. What’s one thing that’s working surprisingly well so far? (Open text)
LEADERSHIP INTERPRETATION GUIDE
Use this guide to understand what survey patterns mean and where to focus next. Each section includes: what low scores indicate, leadership priorities, and what happens if you ignore the signal.
1. Direction & Strategic Clarity
Questions to watch: 1, 7
Low clarity means:
Employees do not understand where the organization is headed or why the new structure exists.
People are in “sense-making mode,” not execution mode.
Leadership priorities:
Re-explain the purpose of the reorg in plain language.
Provide 30–60–90 day priorities.
Clarify what truly changed vs. what didn’t.
If ignored: Confusion solidifies into resistance; productivity drops.
2. Confidence in Leadership
Question: 2
Low confidence means:
Trust is shaken.
Employees fear more change.
Leaders may look less aligned or visible than they think.
Leadership priorities:
Increase visibility with authentic, unpolished communication.
Be explicit about final vs. evolving decisions.
Close loops quickly.
If ignored: Rumors fill the void, accelerating morale decline.
3. Role Clarity & Workload Stability
Question: 3
Low clarity means:
Teams don’t know what success looks like now.
Decision-making becomes tentative.
Leadership priorities:
Clarify responsibilities and expectations.
Reinforce decision-rights structures (RACI/MOCHA).
Encourage forward motion even with incomplete information.
If ignored: Teams stagnate; work slows; misalignment grows.
4. Psychological Safety
Question: 4
Low safety means:
People are hesitant to speak truthfully.
Culture shifts toward caution and performative calm.
Leadership priorities:
Name the tension openly.
Reinforce norms around transparency and curiosity.
Recognize those who surface issues early.
If ignored: You get false stability — until top performers burn out or leave.
5. Team Connection & Cohesion
Question: 5
Low connection means:
Teams feel fragmented.
Trust lines have been disrupted.
Leadership priorities:
Rebuild rituals.
Encourage cross-functional touchpoints.
Reset team norms intentionally.
If ignored: Siloing increases; collaboration suffers.
6. Manager Support
Question: 6
Low manager support means:
Managers are unclear or overloaded.
Employees experience inconsistency.
Leadership priorities:
Provide manager-only forums and toolkits.
Give managers communication scripts.
Align managers before cascading anything new.
If ignored: Managers unintentionally amplify confusion.
7. Communication Flow
Question: 8
Low flow means:
Information is stuck at the top.
Employees feel “in the dark.”
Leadership priorities:
Shift from broadcast to dialogue.
Increase frequency of updates.
Make timelines and ownership super clear.
If ignored: Speculation becomes the dominant channel.
8. Morale & Emotional Temperature
Question: 9
Low morale means:
Emotional fatigue is high.
People are still processing the reorg.
Leadership priorities:
Acknowledge loss, uncertainty, and fatigue.
Temporarily adjust pace.
Celebrate small wins to rebuild energy.
If ignored: Burnout and attrition rise quietly but quickly.
9. Open-Text Themes
Questions: 10–12
If themes cluster around confusion: Focus on clarity and decision-making frameworks.
If they cluster around fear or uncertainty: Increase psychological safety and transparency.
If they cluster around workload or capacity: Re-evaluate priorities and resourcing.
If they highlight what's working: Amplify those strengths quickly — they’re leverage points.
HOW TO ACT ON RESULTS
Share a brief “Here’s what we heard” recap. Select 2–3 priority actions (not 10).
Assign owners and timelines.
Re-run the pulse in 6–8 weeks to measure progress.
This is less about perfection and more about rebuilding trust and momentum after structural change.
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