Quality Enhancement Research Initiative (QUERI) Connecting Research and Patient Care Assessing Organizational Readiness to Change: A Review of Research to Date and Development of a Cross- QUERI Agenda Christian D. Helfrich Ischemic Heart Disease-QUERI Carmen Hall Polytrauma and Blast-Related Injuries-QUERI Bryan J. Weiner University of North Carolina, Chapel Hill Daniel T. Holt Air Force Institute of Technology
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Quality Enhancement Research Initiative (QUERI) Connecting Research and Patient Care Assessing Organizational Readiness to Change: A Review of Research.
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Quality Enhancement Research Initiative (QUERI)
Connecting Research and Patient Care
Assessing Organizational Readiness to
Change: A Review of Research to Date and
Development of a Cross-QUERI Agenda
Christian D. HelfrichIschemic Heart Disease-QUERI
Carmen HallPolytrauma and Blast-Related Injuries-QUERI
Bryan J. WeinerUniversity of North Carolina, Chapel Hill
*Success defined through holistic assessment of company performance (non-public companies) or market out-performance (public companies) 1.5 years after performance transformation initiative
Appropriate use of Appropriate use of the prescriptions can the prescriptions can ease the transitions ease the transitions between descriptive between descriptive
• Readiness is reflected in the stage of change (e.g., denial, resistance, exploration, implementation)
• 2 instruments are available
Of 32 instruments
reviewed, only 2 presented evidence of
content, construct, and
predictive validity.
12 did not even present
evidence of reliability a necessary
precondition for validity.
• Readiness is reflected in the organization’s culture & climate (i.e., these characteristics dictate how individuals react to particular situations)
• 13 instruments are available
• Readiness is reflected in the characteristics of the proposed change (e.g., superficial changes are preferred over significant changes)
• 5 instruments are available
• Readiness is reflected in the characteristics of the employees (e.g., personality, skills)
• 7 instruments are available
Based on Holt et al. (2007). Toward a comprehensive definition of readiness for change: A review of research an instrumentation. (5 measures of reactions were also included in this review that are captured here).
Development Process
Concept definition,
Item generation, &
Adequacy tests
Evaluate the
questionnaire
Administer the
questionnaire
1 2 3 4
• Identified factors that influenced readiness (documents, interviews, open-ended questionnaires)
• Evaluated the factors (291 practicing managers)
• Focused on most influential factors
• Wrote items & evaluated the items ensuring they represented the factors
Replicate the
findings in an
independent sample
Valid & reliable instrument to
assess Change-specific
Readiness
• Administered the questionnaire in a DoD organization with $300M budget
• Exploratory factor analysis indicated four factors were measured
• Change efficacy
• Management support
• Personal benefits
• Appropriateness
• Identified differences between known groups (participants should be more ready)
• Tested whether readiness is related to personality in meaningful ways (i.e., rebelliousness, locus of control)
• Tested whether readiness is related to culture in meaningful ways (i.e., communication, trust)
• Tested its ability to predict
• Administered the questionnaire in a private sector organization
• Test whether readiness is related to personality in meaningful ways (i.e., rebelliousness, locus of control)
• Test whether readiness is related to culture in meaningful ways (i.e., communication, trust)
Change-specific Assessment
Readiness for change assessment
•Identify appropriate interventions to address gaps:
Appropriateness (e.g., personnel feel that the change will address the gap and congruent with organizational goals)
Change efficacy (e.g., personnel feel that they have the skills to execute the tasks and activities associated with the change)
Personal valence (e.g., personnel feel that the change will be beneficial personally)
Management Support (e.g., personnel feel that senior leaders support the change initiative and its adoption)
4.3
4.2
4.56
3.85
3.67
2.79
3.55
2.88
1
Enterprise compared to an organization that successfully introduced a change (Scale ranged from 1 to 5)
“Ready” organizations
Enterprise introducing a change
Summary
• Flexible• Used in a variety of organizational settings by members
at all organizational levels
• Practical• Consistent with criteria that are identified by practitioners• Guides those who are trying to facilitate changes• Gauges the most influential readiness factors
• Theoretical• Consistent with current theories of organizational
change• Adheres to accepted standards for measurement
Bryan’s Framework
• Is ORC a psychological or structural concept?• Conceptualized as a psychological concept
• Is ORC an individual-level or collective construct?• Measured at the individual-level
• Does ORC refer to a general state of affairs or to a specific change?• Refers to a specific change
• Does ORC apply to adoption or to implementation?• Refers to adopition