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