What is the FORCES model?

FORCES is an evidence-based model of organizational change readiness built on six dimensions — Fit, Ownership, Resourced, Clarity, Energy, and Security — drawn from peer-reviewed organizational psychology research.

What are the six dimensions of change readiness?

Fit: Values congruence, identity alignment, and strategic coherence — whether the change aligns with who the organization is and is becoming. Ownership: Personal accountability and sense of influence — whether people feel responsible for the change and able to shape how it unfolds. Resourced: Skills, tools, confidence, and support — whether people have what they need to do what the change requires. Clarity: Understanding of what is changing, why it matters, and what to do differently. Energy: Emotional and cognitive capacity to engage with the change right now. Security: Trust in leadership and psychological safety to speak up, make mistakes, and learn.

Is the FORCES self-assessment free?

Yes. The FORCES self-assessment is free, takes about two minutes, and gives you immediate results across all six dimensions.

How long does the FORCES assessment take?

The free self-assessment is 12 items and takes roughly two minutes to complete, with results shown immediately.

Security

Do I trust leadership to act in good faith? Do I feel safe to speak up, make mistakes, and learn?

By Daniël Corsen · Co-Founder and Chief Reshaper, Reshapers

What it captures

Two distinct sub-constructs. Trust in leadership: perceived ability, benevolence, and integrity. Psychological safety: felt permission to take interpersonal risks without fear of punishment.

What low scores look like

People comply in public and resist in private. Rumors replace facts. Innovation stalls. Concerns go underground.

Why it matters

Psychological safety enables learning behavior and voice. Trust depends on three perceptions about leadership: competence, genuine care for people, and adherence to principles. All three must be present. High-trust organizations see 35 to 45% higher success rates in change initiatives.

Diagnostic insight

Trust in leadership and psychological safety are related but distinct. A leader can be competent and honest but still not trusted if people doubt they genuinely care. If leadership trust is high but psychological safety is low, the issue is team or peer dynamics, not leadership. Investigate middle management and team norms. Security is built through hundreds of small leadership decisions. It is destroyed faster than it is built.

Example question

“I trust that leadership will follow through on their commitments.”

Supporting research

Psychological Safety and Learning Behavior in Work Teams

Edmondson, A. C. (1999) · Administrative Science Quarterly

An Integrative Model of Organizational Trust

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995) · Academy of Management Review

The Fearless Organization

Edmondson, A. C. (2019) · Wiley

Measure Security in your organization

Take the free FORCES self-assessment — about 2 minutes.

Start the assessment

The other five dimensions

FFit OOwnership RResourced CClarity EEnergy