MDOA Solutions | Resilience Readiness Scan

Client / Organization Name Date

How to Use This Scan

The Resilience Readiness Scan is derived from the Romanishan Workforce Resilience Model (RWRM), blending principles from organizational psychology, systems engineering, and behavioral science.

Each question evaluates one of the four RWRM pillars: Algorithmic Alignment, Purpose Capital, Adaptive Fear Reset, and Generational Flow Integration.

1: Strongly disagree or not evident in the organization.
3: Partially true, uncertain, or inconsistent across teams.
5: Strongly agree or consistently practiced throughout.

If you don’t know how to respond: Select a midpoint (e.g., “3”) to indicate limited visibility or uncertainty. This helps identify where awareness or diagnostic clarity is missing — a key component of resilience analysis.

Note: Your results are not “pass/fail.” They illuminate areas of alignment, adaptation, and risk. The scan helps guide conversation, not judgment.

1. Teams clearly understand how daily work maps to strategic goals.

2. Leadership decisions cascade quickly and are implemented consistently.

3. Different departments collaborate with minimal duplication of effort.

4. Employees feel their work has meaningful, long-term purpose.

5. Recognition and reward systems reinforce desired behaviors.

6. We can point to recent examples (past 6 months) where purpose improved outcomes.

7. Employees feel safe voicing new ideas and admitting mistakes.

8. Leadership communicates change with transparency and empathy.

9. When initiatives fail, we analyze system causes (not find scapegoats).

10. Generational differences are used as strengths, not excuses for conflict.

11. Communication methods adapt to diverse work styles.

12. New employees are integrated through mentoring and knowledge transfer.

13. Workflows and documentation reduce friction rather than create it.

14. We attract and retain talent who fit our culture and technical needs.

15. Past change initiatives led to measurable improvements.

16. Documentation and controls are current and used daily.

17. Employees often say they are blindsided by leadership decisions.

18. We often fix problems by asking people to "work harder" instead of changing systems.

19. Compared to 3 years ago, our ability to adapt to change has significantly improved.

20. We have verifiable metrics showing resilience during disruptions.

21. Our organization uses data and behavioral insights to anticipate challenges before they occur.

22. Leaders are comfortable making data-informed decisions that challenge intuition or tradition.

23. Our systems and workflows are designed around human limits—reducing mental overload and preventing fatigue.

24. When errors occur, we analyze environmental and system factors before assigning individual blame.

25. Our cross-department workflows are mapped, visible, and regularly reviewed for optimization.

26. Digital and physical workflows are integrated seamlessly—information is accessible where and when it’s needed.

27. Critical documents are version-controlled, accessible, and consistently updated without confusion or duplication.

28. Change initiatives consistently balance urgency with employee readiness and well-being.

29. Workflows and approval processes are fully developed and function with accountability, permission-controlled, role-based rigor.

30. Nowhere in the document control process does any individual work outside the system by downloading files locally.

31. All software and human factors communicate effectively with each other under a single source of truth environment.