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

ORGANIZATIONAL ORGANIZATIONAL READINESS FOR CHANGEREADINESS FOR CHANGE

Suzan SwantonROSC Learning Collaborative

January 11, 2010

It is not necessary to change. Survival is not mandatory.

W. Edward Deming

Ambivalence is AppropriateAmbivalence 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

Change Initiatives must address:Change Initiatives must address:

Multiple levels of the organization including: Program/organizational level Practitioner/clinical level Client/patient level

Organizational Readiness to Change

What aspects of your system need to be assessed to determine your readiness to take on a change effort?

How Programs Change

How Programs Change

TrainingTraining Relevance, accessibility, accreditation,

quality, organizational needs AdoptionAdoption

Decision Leadership support Change viewed as having quality and utility Change viewed as having adaptability

How Programs Change

AdoptionAdoption Action Plan

Trial period Capacity of change to meet expectations Satisfactory preliminary results and

feedback Forms of informal and formal resistance are

manageable

How Programs Change ImplementationImplementation

Change must be viewed as effective by staff and leadership

Viewed as feasible Sustainable

PracticePractice Standard practices that improves

client care On-going monitoring of effectiveness

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

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.

Organizational Readiness for Organizational Readiness for Change Survey ScalesChange Survey Scales

Motivation Program Needs Training Needs Pressures for Change

Organizational Readiness for Organizational Readiness for Change Survey ScalesChange Survey Scales

Institutional Resources Offices: adequate equipment and space Staffing: adequate skills and staff

numbers Training resources: Equipment Internet resources

ORC Survey ScalesORC 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.

ORC Survey ScalesORC Survey Scales

Organizational Climate Mission: awareness and clarity of goals Cohesion: trust and cooperation Autonomy: freedom and latitude Communication Stress Change: agency’s commitment

ORC Survey ScalesORC 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

Change is inevitable – except from a vending machine.

Robert C. Gallagher