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Most organizations say they want ownership, empowerment, and accountability. Very few have actually designed for it.

Use our Choice-Control tool to assess how your organization truly operates: are people empowered to think, decide, and act, or expected to follow rules?

What you will get out of it:
 

This assessment helps you see, clearly and quickly, whether your organization enables people to think, decide, and act like owners, or whether it still depends on rules, escalation, and control to get work done. For leaders, teams, and individuals, this is a practical tool to identify where performance is being limited not by talent or effort, but by the way the system is designed.

How it works

If it's just you:

Respond to 24 statements based on how your organization operates today. 6 different sections focus on a critical dimension of ownership, from how rules are applied to how learning happens when things go wrong. 

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For your team:

Create a unique team ID (e.g. Team123) and ask everyone to use it when answering the survey. eMail is optional but helpful if you want to check who has responded. 

Rate each statement from 1 (Strongly disagree) to 5 (Strongly agree). Answer honestly.

Section 1: Assumptions About Compliance

Our processes work even when people question them.
We do not rely on rules or policies simply because “that’s how it’s done."
People understand why rules exist, not just that they exist.
If someone follows a rule that creates a bad outcome, we examine the rule, not the person.
When something goes wrong, people are encouraged to take ownership rather than escalate immediately.
Employees are trusted to make decisions when the script no longer fits.
Mistakes are treated as learning moments, not as failures to be controlled.
Under pressure, leaders create clarity rather than tighten control.
People who are accountable for outcomes also have the authority to influence them.
Customers can resolve issues without being forced through rigid procedures.
Employees have meaningful input into decisions that affect their work.
Feedback from customers and employees regularly leads to visible change.
When someone deviates from a process, the first response is curiosity, not correction.
We actively look for patterns in deviations to improve the system.
Employees feel safe raising concerns or pointing out flaws.
Innovation is more likely to be encouraged than contained.
Decisions are made close to the customer or moment of impact.
Responsibility and authority are well aligned.
Leaders are accountable for the systems they design, not just the results they demand.
People closest to the work feel ownership for outcomes, not just tasks.
Customers would still choose us even if switching were effortless.
Employees would still choose to work here if they had equally attractive alternatives.
People stay because they trust the organization, not because they feel stuck.
Commitment, not retention, is our primary design goal.

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