Organizational readiness for implementing change: a psychometric assessment of a new measure

Abstract

BackgroundOrganizational readiness for change in healthcare settings is an important factor in successful implementation of new policies, programs, and practices. However, research on the topic is hindered by the absence of a brief, reliable, and valid measure. Until such a measure is developed, we cannot advance scientific knowledge about readiness or provide evidence-based guidance to organizational leaders about how to increase readiness. This article presents results of a psychometric assessment of a new measure called Organizational Readiness for Implementing Change (ORIC), which we developed based on Weiner’s theory of organizational readiness for change.MethodsWe conducted four studies to assess the psychometric properties of ORIC. In study one, we assessed the content adequacy of the new measure using quantitative methods. In study two, we examined the measure’s factor structure and reliability in a laboratory simulation. In study three, we assessed the reliability and validity of an organization-level measure of readiness based on aggregated individual-level data from study two. In study four, we conducted a small field study utilizing the same analytic methods as in study three.ResultsContent adequacy assessment indicated that the items developed to measure change commitment and change efficacy reflected the theoretical content of these two facets of organizational readiness and distinguished the facets from hypothesized determinants of readiness. Exploratory and confirmatory factor analysis in the lab and field studies revealed two correlated factors, as expected, with good model fit and high item loadings. Reliability analysis in the lab and field studies showed high inter-item consistency for the resulting individual-level scales for change commitment and change efficacy. Inter-rater reliability and inter-rater agreement statistics supported the aggregation of individual level readiness perceptions to the organizational level of analysis.ConclusionsThis article provides evidence in support of the ORIC measure. We believe this measure will enable testing of theories about determinants and consequences of organizational readiness and, ultimately, assist healthcare leaders to reduce the number of health organization change efforts that do not achieve desired benefits. Although ORIC shows promise, further assessment is needed to test for convergent, discriminant, and predictive validity.

Facilitators, Barriers and Management Competencies Associated with Schools' Readiness to Implement New Accountable Practices

“…Finally, as suggested by the work of Eby, Adams, Russell and Gaby [20] Chase [21] and more recently by Shea, Jacobs, Esserman, Bruce and Weiner [22] this perception of organizational readiness for change can be viewed as a continuum from a high degree of preparation (where employees believe that the organization is able to adequately manage change and adapt successfully) to a low degree of preparedness (where employees believe that the organization is not ready to engage in a change process). Consequently, the theory posits that when organizational readiness is high, organizational members are more likely to initiate change, exert greater effort in support of change, and exhibit greater persistence in the face of obstacles or setbacks during implementation.…”

“…A manager must first communicate his vision of the needed and desirable organizational mutation [11,12,22]. For instance, the manager must justify, based on data, facts, problems, needs, and new obligations, the need for change.…”

“…Without denying the limits and constraints related to its implementation, the manager must draw attention to the possible changes that can be brought to certain practices, organizational structures and administrative procedures in order to facilitate the process. It is also up to him to identify leads, opportunities, and resources that can help, support, promote and facilitate change [12,21,22,26].…”

Implementation of New Clinical Programs in the VHA Healthcare System: The Importance of Early Collaboration Between Clinical Leadership and Research

“…Quantitative data regarding number and characteristics of those screened and outcomes of screening are pulled from national databases. Surveys of site implementation teams and providers are ongoing to evaluate perceptions of their organization's readiness to change, 22,23 and their knowledge of and acceptance of recent LCS recommendations based on the Weiner Organizational Theory of Implementation Effectiveness. 24 Qualitative interviews have been used to assess the degree of implementation readiness and potential barriers and facilitators of program implementation.…”

Peranan Psychological capital terhadap Kesiapan Individu untuk Berubah yang Dimoderatori oleh Persepsi Dukungan Organisasi

“…Kesiapan berubah yang rendah akan membuat pegawai memandang perubahan sebagai sebuah hal yang tidak diinginkan dan perlu dihindari, bahkan menolak untuk berpartisipasi dalam proses perencanaan pelaksanaan perubahan (Shea, Jacobs, Esserman, Bruce, & Weiner, 2014). Pendapat ini juga diperkuat oleh hasil penelitian Ming-chu dan Meng-hsiu (2015) yang menemukan korelasi negatif yang signifikan antara kesiapan berubah dengan penolakan terhadap perubahan.…”