Technique 2.115 Assessing Hedonic Adaptation Risk
Introduction
This tool helps you measure how vulnerable your organisation is to adaptation drop-off during a change process.
Rate each statement on a 1–5 scale:
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
Total Score Interpretation at end.
Scoring Statements
A. Adaptation Risk (Interest Fade)
| Statement | Score (1–5) |
|---|---|
| 1.1 People usually lose interest in new initiatives after the first few weeks. | |
| 1.2 Past changes have started strong but then fizzled out. | |
| 1.3 Staff often return to old habits once the novelty wears off. | |
| 1.4 Leaders rely heavily on initial excitement to drive adoption. | |
| 1.5 There is little ongoing reinforcement after changes “go live.” |
Domain score (out of 25): ___
B. Motivation Risk (Reliance on Extrinsic Rewards)
| Statement | Score (1–5) |
|---|---|
| 2.1 Rewards and incentives are the primary motivators used. | |
| 2.2 The change is not strongly linked to a meaningful purpose. | |
| 2.3 Staff feel they have limited autonomy in how the change is implemented. | |
| Few opportunities exist to build mastery or stronger skills. | |
| 2.5 People do not feel emotionally connected to the change. |
Domain score (out of 25): ___
C. Expectation Risk (Hype vs Reality)
| Statement | Score (1–5) |
|---|---|
| 3.1 Leaders tend to overpromise what the change will deliver. | |
| 3.2 Staff are not prepared for the discomfort phase of change. | |
| 3.3 People expect immediate results rather than gradual progress. | |
| 3.4 There is little communication about potential challenges. | |
| 3.5 Expectations across different teams are inconsistent. |
Domain score (out of 25): ___
D. Habit & Embedding Risk
| Statement | Score (1–5) |
|---|---|
| 4.1 New behaviours are not reinforced through routines or rituals. | |
| 4.2 Progress is not visible at team or organisational level. | |
| 4.3 There are few opportunities for reflection on progress. | |
| 4.4 There is no reset process to address backsliding | |
| 4.5 The organisation tends to treat change as an event, not a journey. |
Domain score (out of 25): ___
E. Sustainability Risk
| Statement | Score (1–5) |
|---|---|
| 5.1 Leaders stop talking about the change after initial launch. | |
| 5.2 The organisation rarely revisits or updates adopted changes. | |
| 5.3 Staff experience “change fatigue” after initial excitement fades. | |
| 5.4 Teams rarely share stories of progress or success. | |
| 5.5 There is no long-term reinforcement plan (beyond 3 months). |
Domain score (out of 25): ___
Scoring & Interpretation
Total possible score: 125
0–40: Low Hedonic Adaptation Risk
You are actively managing novelty, engagement, expectations and habits.
Sustained adoption likely.
41–75: Moderate Risk
Some adaptation gaps exist; enthusiasm may fade without continuous reinforcement.
Strengthen habits, mastery, and intrinsic motivators.
76–100: High Risk
Your organisation tends to “launch and forget.”
Expect enthusiasm drop-off and partial adoption.
Add reinforcement loops and recalibrate expectations.
101–125: Very High Risk
Sustained change is unlikely without redesign of your approach.
Immediate action needed: embed rituals, mastery pathways, and multiple reinforcement cycles.
(main source: PositivePsychology, 2025)