Change Audit
A Change Audit is a six-question reflection in which a leader or team takes stock of the changes they started in a recent period, how those changes went and who was involved, and then sets intentions for what to change next. It was published by NOBL Collective in 2021 as a self-reflection for people in the middle of a larger shift. The first four questions look back, the last two look forward, so the session ends with a short list of intended changes and the conditions they need.
Facilitation script
- 1
Frame the session: name the period under review, explain that four questions look back and two look forward, and agree confidentiality for what is shared.
5 min - 2
Inventory. Everyone writes the changes they initiated, one per note. Post them, group obvious duplicates and ask what patterns people see.
15 min - 3
How it unfolded. In pairs, pick two or three changes and discuss what worked, what did not, and the attitude each person brought. Collect one insight per pair.
15 min - 4
Who was involved. For the main changes, name champions, close collaborators and sceptics, and mark whose perspective was absent.
10 min - 5
The change not made. Silent writing, then a round in which each person names one change they considered and dropped, and how they see it now.
10 min - 6
Looking ahead. Individually draft the change you want next with its reason, timing and intended outcome. Share and agree one to three team intentions.
15 min - 7
First steps and conditions. For each intention, note the first step, the support and skills required, an owner and a review date.
10 min
Tips
The source is written for one person reflecting alone; the group format and timings here are an adaptation, so keep silent individual writing before every round of sharing.
Spend real time on the fourth question, the change not made, because it shows what the team avoids.
Limit the forward-looking part to one to three intentions.
A long list of new changes repeats the overload that most audits uncover.
Common pitfalls
Listing only the large, official initiatives, so the many small changes that actually consumed people's attention stay invisible
Turning the review of what did not work into a search for someone to blame, after which people stop naming failed changes
Skipping the question about changes not made because it is uncomfortable, which removes the most revealing part of the audit
Using all the time on looking back and rushing the last two questions, so the session ends without intentions
Agreeing new changes without naming what they require, which sets up the next audit to report the same stalled efforts
Variations
Solo: work through the six questions in writing in 30 to 45 minutes, then discuss the result with a coach or peer. Coaching: use the questions as the agenda for one session with a change leader. Team version: build a shared timeline of changes for the first question, then discuss the remaining questions in pairs before whole-group sharing. Remote: one board column per question, with notes hidden until everyone has written.
Where it fits
When to use it
A team is midway through a large change and has lost track of how much it has already altered
A year or programme phase is ending and the next round of initiatives is about to be planned
A leader keeps starting changes and wants to understand why some stick and others fade
A change effort leaned on the same few supporters and you want to see who was left out
A coaching engagement with a change leader needs a structured starting point
When not to use it
You need to review one specific project or sprint in detail; an After Action Review or a Timeline Retrospective is more precise
The team is in an acute crisis and needs decisions today; deal with the situation first and reflect afterwards
People affected by recent restructuring or job losses are in the room and the session would be led by those who decided it; candour is unlikely and the exercise can feel like self-congratulation
The group has no authority to start or shape changes; a Circles and Soup exercise on what they can influence is a better fit
Related methods
Frequently asked questions
What is Change Audit?▾
A Change Audit is a structured reflection built on six questions, published by NOBL Collective. It reviews the changes a person or team has started, how they went, who was involved and what was left undone, and then sets intentions and first steps for the changes to come.
Is a Change Audit meant for individuals or teams?▾
NOBL wrote it as a self-reflection addressed to the individual reader. It adapts well to a team of up to about twelve if each question starts with silent individual writing. The group timings on this page are our adaptation, not part of the original.
How long does it take?▾
The source gives no duration. A person working alone needs roughly 30 to 45 minutes of writing. A team session with sharing and agreed intentions takes 60 to 90 minutes.
How is it different from a retrospective?▾
A retrospective usually reviews one sprint or project and how the team worked in it. A Change Audit looks across all the changes initiated in a longer period and includes the people involved and the changes that were avoided. It also ends with intentions for future change, not process fixes for the next iteration.
When is a good time to run one?▾
At natural turning points: the end of a year, the midpoint of a transformation, or before planning the next set of initiatives. It is most useful while a larger shift is still under way and there is room to adjust course.
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Try it freeMethod descriptions on Workshop Weaver are original content written by our team, based on established facilitation practices. This method was inspired by work from NOBL Collective.