Ability Development

What the Change Ability Assessment really measures

The Change Ability Assessment evaluates whether your organization can translate intent into action without overloading its people.

It examines not only what people are expected to learn, but also whether the conditions exist to practice and sustain new behavior.

The five dimensions we assess

1. Learning design (10–20–70 principle)

• Is learning focused and relevant?

• Is theory intentionally limited?

• Is real work the primary learning environment?

2. Application in real work

• Can people apply learning immediately?

• Are real challenges used as practice cases?

• Is experimentation encouraged or avoided?

3. Coaching & follow-up

• Is individual guidance available when challenges arise?

• Are leaders equipped to coach learning in daily work?

• Is Toyota Kata–style reflection used to build habits?

4. Ownership & sustainability

• Do teams gradually reduce dependency on external support?

• Are learning and improvement habits internalized?

• Does capability remain after the initiative ends?

5. Capacity to contribute to change

• Do people have time and mental space to practice?

• Are change expectations realistic alongside daily work?

• Are priorities protected—or constantly overridden?

• Are signs of overload or change fatigue visible?

Ability development without capacity is not development—it is pressure.

Outcome of the assessment

You receive:

• A clear view of where ability breaks down—and why

• Insight into whether lack of progress is a skill issue or a capacity issue

• Identification of overload risks before resistance or burnout appears

• Concrete recommendations to rebalance learning, practice, coaching, and capacity