Novaris Transformation Lab

ENTRONOVARIS™

Organisational Entropy & Vitality Assessment

OEA-NTL™
Diagnostic Instrument

ENTRONOVARIS™ — Organisational Entropy & Vitality Assessment

ENTRONOVARIS™ measures the degree of structural disorder, misalignment, and systemic decay accumulating within an organisation. Drawing on thermodynamics, complexity theory, and OD systems thinking, this instrument assesses how much organisational energy is being dissipated rather than directed towards purpose-driven outcomes.

Rate each statement A–E  (A = Strongly Disagree → E = Strongly Agree). Allow 10–12 minutes. All responses are confidential.

D1 Strategic Drift D2 Structural Rigidity D3 Communication Breakdown D4 Cultural Erosion D5 Talent Misalignment D6 Decision Paralysis
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Respondent Information
Your details for this assessment
D1
Strategic Drift
Loss of strategic clarity, purpose misalignment, and incoherent goal cascading
Strongly DisagreeA — B — C — D — EStrongly Agree
Q1Employees across levels are unclear about the organisation's top three strategic priorities for this year.
Q2Individual and team goals are rarely connected to the broader organisational mission or vision.
Q3Strategic plans are regularly revisited and revised without completion or follow-through.
Q4Functional departments operate in silos, pursuing goals that conflict with cross-functional priorities.
Q5The organisation is reactive — primarily responding to crises rather than executing a clear plan.
Q6Performance metrics and KPIs are misaligned with stated strategic objectives.
Q7Leaders frequently change priorities, leaving teams confused about what actually matters.
D2
Structural Rigidity
Bureaucratic ossification, redundant processes, and inability to adapt structures
Strongly DisagreeA — B — C — D — EStrongly Agree
Q8Decision-making authority is so centralised that routine approvals are unnecessarily delayed.
Q9Role definitions and job responsibilities overlap significantly, causing confusion and wasted effort.
Q10Processes and workflows have grown so complex that employees spend excessive time on compliance rather than value creation.
Q11The organisational structure has not adapted in response to shifts in business strategy or market conditions.
Q12Hierarchical layers slow down execution; front-line teams lack the authority to act decisively.
Q13Cross-functional collaboration is hindered by rigid departmental boundaries and turf protection.
Q14Legacy systems, policies, or ways of working are kept in place even when clearly counterproductive.
D3
Communication Breakdown
Information distortion, feedback suppression, and noise-to-signal imbalance
Strongly DisagreeA — B — C — D — EStrongly Agree
Q15Important information is regularly lost, distorted, or withheld as it moves across hierarchical levels.
Q16Employees feel unsafe raising concerns, disagreements, or bad news with their managers or senior leaders.
Q17Meetings and communications produce more confusion than clarity; outcomes and next steps are often undefined.
Q18Rumour, hearsay, and informal networks are more reliable information sources than official channels.
Q19Feedback — upward, downward, and lateral — is infrequent, vague, or not acted upon.
Q20There is significant disparity in the information available to senior leaders versus those doing the actual work.
Q21Organisational communications are often perceived as one-way broadcasts rather than genuine dialogue.
D4
Cultural Erosion
Value drift, trust deficit, disengagement, and toxic behavioural norms
Strongly DisagreeA — B — C — D — EStrongly Agree
Q22The values stated by the organisation are regularly contradicted by actual leadership behaviour.
Q23There is a widespread sense of cynicism or disengagement — people 'go through the motions' without genuine commitment.
Q24Internal politics, favouritism, or cliques significantly influence outcomes more than merit or performance.
Q25Trust between teams and between employees and management has noticeably declined over time.
Q26Recognition and reward practices are inconsistent or perceived as unfair by a majority of employees.
Q27Accountability for poor performance or misconduct is avoided or inconsistently enforced.
Q28Diversity of thought, background, and experience is undervalued or actively suppressed in this organisation.
D5
Talent Misalignment
Capability gaps, wrong-role fit, retention failure, and succession void
Strongly DisagreeA — B — C — D — EStrongly Agree
Q29Key roles are occupied by individuals who lack the competencies needed for the organisation's current challenges.
Q30High-potential employees are regularly lost to competitors due to insufficient growth, recognition, or engagement.
Q31There is no credible succession pipeline for critical leadership roles; exits would create serious disruption.
Q32Training and development investments are not clearly linked to strategic capability requirements.
Q33Employee skills and aspirations are frequently mismatched with their current role responsibilities.
Q34Performance management processes are seen as a bureaucratic ritual rather than a genuine development tool.
Q35Knowledge and expertise are concentrated in a few individuals, creating critical single points of failure.
D6
Decision Paralysis
Indecisiveness, risk aversion, analysis overload, and accountability avoidance
Strongly DisagreeA — B — C — D — EStrongly Agree
Q36Decisions that should be made quickly take weeks or months due to excessive escalation or committee involvement.
Q37Leaders avoid making bold or unpopular decisions for fear of blame, criticism, or career risk.
Q38Decisions are frequently revisited or reversed, creating instability and undermining implementation momentum.
Q39'Analysis paralysis' is common — teams spend more time studying a problem than acting on it.
Q40There is no clear decision-making framework; people are unsure who has authority to decide what.
Q41Failed initiatives or poor decisions rarely result in learning or accountability — the same patterns repeat.
Q42Innovation is stifled because employees fear that new ideas will be rejected or that failure will be penalised.
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