Keith C.

Quarles
Readiness and Stakeholder Analysis
EDU658: Instructional Leadership (MJG1439A)
Instructor: Teresa Lao
10-6-14

Part I : Readiness Rubric/Stakeholder Analysis:

Training and Marketing Technological Integration
In order to asses the readiness of the leader, participant and organization thought provoking
questions must be asked of the three group of stakeholders. Each group of stakeholders must
honestly/accurately/unbiasedly approach the answering of the critical questions regarding elements of
expertise, value systems and organizational culture/learning which indicates the organization
categorical/overall potential to adapt to change implementations (readiness). Spiro (2011) states, the

Readiness Rubric can be used by the leader to rate the the group's readiness from your own knowledge
of the participants (p. 30). Thus, below is the detailed Readiness Rubric for the proposed
technological integration into the organization's business portfolios.
Readiness Rubric

Section A: Leader's Readinesss

A. Experience: What level of experience do I have with technological integration into business
instruction?
Please record your score under the corresponding rating range based on the 12.5 point rating
system per experience sub-category below.
Critical Category Assessment Questions
Rating Scale/Score
A. Experience:
1. Have you successfully lead an organization
through organizational/departmental restructure?
2. Have you ever been unsuccessful at leading this
or any organization/department through major
changes in organizational/departmental structure?
Experience Sub Total

6
2
8

A. Skills To what degree does your skill set help?

1. Do you have the ability to teach technological
Integration?

11

2. What is your proficiency in using Web 2.0

technology?

10

Skills Sub Total

A. Whatever it Takes: Are you prepared for
crisis?

21

1. Can you overcome obstacles/constraints to

implementing technological integration in an
efficient/expedient manner?

2. Can you adapt strategies and actions to

accommodate emergent issues during
implementation processes?

10

Whatever it Takes Subtotal

A. Values: Is your mind/heart in the right place?

19

1. Does your personal value system align with the value systems needed to lead team members through
an ethical/social related change such as employing web 2.0 technology?
11.5

2. Does your values coincide with the need to be open, honest and straightforward with reporting
progress and issues with the change implementation?
11.5

Values Subtotal
23

Section A Summary: Leader's Total Readiness Score (out of 100)

Subscore for experience

Subscore for skills

Subscore for do what it takes

Subscore for values

TOTAL READINESS SCORE

LEADER'S READINESS LEVEL (choose one): HIGH=H MEDIUM=M LOW=L

3
21
19
23
66

High=90-100; Medium =90-60: Low = Less than 60

Section B: Participant's Readiness
A. Experience: What level of experience do I have with technological integration into business
instruction?
Rating/Score

1. Do they have previous/current experience with computer software/hardware manipulation?

11

2. Do they have experience in receiving instruction/collaboration by technological means?

10

Experience Subtotal
21

B. Skills: To what degree does your skill set help?

1. How technically competent are they in operating software/hardware?

10

2. What level of competence do they have in creating/collaborating online?

9

Skills Subtotal
19

B. Whatever it Takes: Are you prepared for crisis?

1. Are they willing to work extra or personal hours if the need arises?
9

2. Are they willing to compromise on the allocation of resources in case of scarcity?

10

Whatever it Takes Subtotal

19

B. Values: Is your mind/heart in the right place?

1. Do they have work ethics that accentuate the vision and mission assigned to proposed change?
10

2. Can they be trusted to act ethically when using social networking technology?
12.5

Values Subtotal
22.5

Section B Summary: Participants Total Readiness Score (out of 100)

Subscore for experience

Subscore for skills

Subscore for do what it takes

Subscore for values

TOTAL READINESS SCORE

LEADER'S READINESS LEVEL (choose one): HIGH=H MEDIUM=M LOW=L

21

19

19

22.5

81.5

High=90-100; Medium =90-60: Low = Less than 60

Section C: Organization's Readiness
C. Experience

1. Does the organization have experience in any successful change?

2. Does the organization have experience in technological integration?

9

Experience Subtotal
17

C. Organizational Learning

1. At what level of efficiency does the organizations members operate in regards to collaboration and
knowledge sharing?
10

2. Is the organization's management proficient in providing means of storing, collecting and sharing
knowledge through technology?
8

Skills Subtotal
18

C. Organization Culture.

1. What level of potential does the organization have in stabilizing potential culture shock from
disruptive innovation?
11

2. At what level is the organization flexibility and ability to adapt to inherent changes?
12

Organization Culture Subtotal

23

C. Shared Values

1. At what level is the organization's potential/tendency to discard obsolete artifacts and traditional
methods of operating?
12

2. At what level is the organization's ability to accentuate the positivism over negativism regarding the
proposed change?
12

Shared Values Sub Totals

24

Sub-score for Experience

17

Sub-score for Organizational

Learning
18

Sub-score for Organizational Culture

23

Sub-score for Shared Values

24

Total Readiness Score

82

High=90-100; Medium =90-60: Low = Less than 60

Section C Summary: Organization's Total Readiness Score (out of 100)
Overall Readiness
Leaders Readiness Level
(66 ) Medium

Participant's Readiness
(81.5) High

Organization's Readiness
(82)

High

Potential Strategies to Alleviate Leader's, Participant's

and Organizations Readiness Weaknesses
As a team. We are basically proficient according to the readiness rubric above except for leader
readiness. We are experiencing high levels of proficiency in categories related to technical
competence in operating hardware and software due to the current education/professional level of the
learners due to college and business experiences. We bolster a high value system because we are
mature adults with training in ethics from our jobs and educational experiences in addition to religious
convictions. Of course as the leader of the change my role is critical; thus, in order to gain knowledge
beyond my experience I am employing action research and testing the Web 2.0 technology for specific
fit for the proposed change, ease of access and technical support. We are not beyond hiring an outside
business consultant contingent upon necessity and owner permission.
Conclusion
In any endeavor 'being ready means being prepared for expected and unexpected occurrences.
Thus, any rational leader would want to know how prepared the leader and troops are to undergo and
orchestrate organizational change. Each group of stakeholders must honestly/accurately/unbiasedly
approach the answering of the critical questions regarding elements of expertise, value systems and
organizational culture/learning which indicates the organization categorical/overall potential to adapt to
change implementations (readiness). It is the leader's job to ready the members for change but must
ready oneself beforehand in order to provide effective leadership. Otherwise, the blind would be
leading the blind!
Part II. Owner and Business Associates Stakeholder Analysis
The chart below is a detailed stakeholder analysis regarding the implementation of technology
into the business platforms/portfolios. Stakeholdermap.com (N.D.0 states, Analysing your
Stakeholders is crucial to the success of your business or project (p.1). Stakeholder orientation
should be held as a higher priority than personal gain by a leader of change in an organization.
Stakeholder Analysis Chart
Group

Gains
Losses
Supporter or Opponent?

Strategy to engage this stakeholder in the change

Owner
Profit
Money
time
Supporter
Provide detailed/timely financial/progress deliverables
Associate 1
Monetary Gains
Knowledge/ experience with technology
Time
Supporter
Provide Technical and Financial Support with job-related issues.
Associate 2
Monetary Gains
Knowledge/ experience with technology
Time
Supporter
Provide Technical and Financial Support with job-related issues.
Associate 3
Monetary Gains
Knowledge/ experience with technology
Time
Supporter

Provide Technical and Financial Support with job-related issues.

Associate 4
Monetary Gains
Knowledge/ experience with technology
Time
Support
Provide Technical and Financial Support with job-related issues.

Conclusion
Stakeholder orientation should be held as a higher priority than personal gain by a leader of
change in an organization. Mind Tools (2014) states, Stakeholder management is critical to the
success of every project in every organization I have ever worked with (p.1). Thus, the stakeholder
analysis above reveals insightful information pertaining to the disposition of the stakeholders on the
proposed change which gives the leader insight into the kind of strategy that is needed in order to bring
stakeholders to a compromising position.
References
Mind Tools (2014). Stakeholder analysis. Retrieved from
http://www.mindtools.com/pages/article/newPPM_07.htm
Spiro, J. (2011). Leading change step-by-step: Tactics, tools, and tales. San Francisco, CA: JosseyBass.
Stakeholdermap.com (N.D.) .Stakeholder analysis. Retrieved from
http://www.stakeholdermap.com/stakeholder-analysis.html