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Organizational Readiness for Change: Assessing Systems and Implementing Effective Strategies

Explore the key elements of assessing organizational readiness for change, including training, leadership support, and effectiveness monitoring. Gain insights into implementing evidence-based practices and overcoming resistance to change for sustainable progress.

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Organizational Readiness for Change: Assessing Systems and Implementing Effective Strategies

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  1. ORGANIZATIONAL READINESS FOR CHANGE Suzan Swanton ROSC Learning Collaborative January 11, 2010

  2. It is not necessary to change. Survival is not mandatory. W. Edward Deming

  3. Ambivalence is Appropriate • Mixed emotions are to be expected • curiosity • confusion • eagerness • concern • willingness to try • Evidence-based practices impose burdens • Evidence-based practices require change

  4. Change Initiatives must address: • Multiple levels of the organization including: • Program/organizational level • Practitioner/clinical level • Client/patient level

  5. Organizational Readiness to Change What aspects of your system need to be assessed to determine your readiness to take on a change effort?

  6. How Programs Change

  7. How Programs Change • Training • Relevance, accessibility, accreditation, quality, organizational needs • Adoption • Decision • Leadership support • Change viewed as having quality and utility • Change viewed as having adaptability

  8. How Programs Change • Adoption • Action Plan • Trial period • Capacity of change to meet expectations • Satisfactory preliminary results and feedback • Forms of informal and formal resistance are manageable

  9. How Programs Change • Implementation • Change must be viewed as effective by staff and leadership • Viewed as feasible • Sustainable • Practice • Standard practices that improves client care • On-going monitoring of effectiveness

  10. Effective Change Processes • Relevant, with practical application • Timely • Clear and easily understood • Credible and grounded in sound research • Multifaceted, using a variety of approaches • Continuous and reinforced • Bi-directional communication

  11. Organizations are, in fact, always learning, either to do it better or to do it worse. • Senge, P. (1999) The Fifth Discipline: The Art and Practice of the Learning Organization.

  12. Organizational Readiness for Change Survey Scales • Motivation • Program Needs • Training Needs • Pressures for Change

  13. Organizational Readiness for Change Survey Scales • Institutional Resources • Offices: adequate equipment and space • Staffing: adequate skills and staff numbers • Training resources: • Equipment • Internet resources

  14. ORC Survey Scales • Staff Attributes • Growth: Extent to which staff value growth • Efficacy: staff confidence in own skills/performance • Influence: mutual support • Adaptability to new ideas and change.

  15. ORC Survey Scales • Organizational Climate • Mission: awareness and clarity of goals • Cohesion: trust and cooperation • Autonomy: freedom and latitude • Communication • Stress • Change: agency’s commitment

  16. ORC Survey Scales • Program Training Needs Assessment • PTN • 15 minutes assessment • Results effectively give information on seven domains of program needs and related issues • Offers preview of what programs can expect from the ORC assessment • www.tcu.edu

  17. Change is inevitable – except from a vending machine. Robert C. Gallagher

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