Assessment Of Organizational Readiness Research Articles

The UPFRONT project: tailored implementation and evaluation of a patient decision aid to support shared decision-making about management of symptomatic uterine fibroids

ObjectiveTo evaluate implementation of a patient decision aid for symptomatic uterine fibroid management to improve shared decision-making at five clinical settings across the United States.MethodsWe used a type 3 hybrid effectiveness-implementation stepped-wedge design and the Reach, Effectiveness, Adoption, Implementation, Maintenance (RE-AIM) planning and evaluation framework. We conducted clinician training, monthly reach tracking with feedback to site clinical leads, patient and clinician surveys, and visit audio-recordings. Implementation strategies included assessment of organizational readiness for shared decision-making, synchronous clinician training, audit and feedback of decision aid reach, and access to multiple decision aid formats. Outcomes and analyses included patient-level reach, clinician-level adoption, and associations of patient-reported decision aid exposure (as treated) and setting-level implementation (intention-to-treat) with patient-reported (collaboRATE measure) and observed (OPTION-5 measure) shared decision-making. We also designed and assessed setting-level plans for sustainability and other factors impacting sustained decision aid use.ResultsThe decision aid was adopted by 72 of the 74 eligible gynecologists (97%) and reached 2553 patients across five settings. CollaboRATE scores improved among patients who reported receiving the decision aid (as-treated analysis, 69% vs. 59%; OR 1.6, 95% CI 1.16–2.27). CollaboRATE scores remained consistent before and after setting-level decision aid implementation (intention-to-treat analysis, 64% vs. 63%; OR 0.86, 95% CI 0.61–1.22). Participants would prefer to receive a decision aid at multiple time points (91.9% before the visit, 90.7% during the visit, 86.5% after the visit). Shared decision-making experiences did not improve when comparing pre vs. post-implementation collaboRATE scores across included settings (intention-to-treat, 64% vs. 63%; OR 0.86, 95% CI 0.61–1.22).ConclusionWhen patients with symptomatic uterine fibroids are given decision aids, they report higher shared decision-making scores. However, the differences we observed between the as-treated and intention-to-treat results suggest that unaddressed implementation challenges continue to limit the extent to which patients receive decision aids and likely hinder their overall impact. Future efforts to implement decision aids should explore enhancing their integration into clinical workflows and standard operating procedures, supported by organizational incentives that prioritize shared decision-making.Trial registrationClinicalTrials.gov NCT03985449; registered 6 June 2019.

Acceptability of Teleconsultation Services for HIV Care in Nigeria: A Mixed Methods Study.

Introduction: Access to HIV care remains challenging, especially for patients living in remote areas, despite advances in antiretroviral treatment. The acceptability of teleconsultations for routine HIV care post-COVID is not well-explored. We explored factors influencing teleconsultation acceptability among people living with HIV (PLWH) and attending a tertiary care center in Kano, Nigeria. Methods: We used a cross-sectional mixed methods study design. Structured questionnaires were administered to 415 PLWH, supplemented by in-depth interviews with a subsample (n = 20). Logistic regression models and thematic analysis were used for data analyses. Results: Of 415 respondents, 55.7% (n = 231) expressed willingness for teleconsultations. Primary motivations included convenience/efficiency (46.7%, n = 194), elimination of travel expenses (31.8%, n = 132), and remote access to specialist care (17.3%, n = 72). Reasons for reluctance included distrust of technology (61.9%, n = 260) and privacy concerns (37.1%, n = 156). Acceptance was higher among males (adjusted odds ratio (aOR)=1.58, 95% confidence interval (CI) = 1.12-3.72), participants with at least secondary education (aOR = 1.47, 95% CI = 1.27-4.97), monthly income ≥30,000 Naira (aOR = 2.16, 95% CI = 1.21-7.31), currently married (aOR = 3.26, 95% CI = 1.16-5.65), and participants without comorbidities (aOR = 2.03, 95% CI = 1.18-4.24). PLWH who self-assessed as being in good health (aOR = 3.77, 95% CI = 1.44-9.94), used the internet regularly (aOR = 3.12, 95% CI = 2.17-5.37), or were aware of telemedicine (aOR = 3.24, 95% CI = 2.45-7.68) were also more accepting of telehealth services. Themes highlighted the need to offer teleconsultation as an optional service. Conclusion: Teleconsultation acceptance among PLWH was influenced by sociodemographic, clinical, and technology-related factors. Successful integration of teleconsultation services for PLWH in similar settings necessitates targeted educational interventions and assessment of organizational readiness.

Enhancing manufacturing productivity: A review of AI-Driven supply chain management optimization and ERP systems integration

This abstract delves into the realm of manufacturing productivity enhancement through the review of AI-driven supply chain management (SCM) optimization and Enterprise Resource Planning (ERP) systems integration. As industries strive for operational excellence, the convergence of artificial intelligence (AI) and supply chain management emerges as a transformative force in driving efficiency, agility, and competitiveness. Through a comprehensive analysis, this abstract examines the synergistic relationship between AI-driven SCM optimization and the integration of ERP systems, elucidating their collective impact on manufacturing productivity. AI-driven SCM optimization encompasses a spectrum of technologies and methodologies, including predictive analytics, machine learning, and autonomous decision-making systems, aimed at optimizing various facets of the supply chain, from demand forecasting and inventory management to production planning and logistics optimization. By harnessing the power of AI, manufacturers can enhance forecasting accuracy, reduce lead times, optimize inventory levels, and mitigate supply chain disruptions, thereby improving overall productivity and customer satisfaction. Integration of ERP systems plays a complementary role in manufacturing productivity enhancement by providing a centralized platform for data management, process automation, and cross-functional collaboration. Through seamless integration with AI-driven SCM optimization tools, ERP systems enable real-time data exchange, actionable insights, and end-to-end visibility across the supply chain, facilitating informed decision-making and agile response to dynamic market conditions. Drawing insights from case studies and industry examples, this abstract highlights best practices, challenges, and emerging trends in AI-driven SCM optimization and ERP systems integration. Strategies for successful implementation, including organizational readiness assessment, change management, and stakeholder engagement, are discussed to guide manufacturers in unlocking the full potential of these transformative technologies. In conclusion, the convergence of AI-driven SCM optimization and ERP systems integration offers a compelling pathway for enhancing manufacturing productivity, driving operational excellence, and sustaining competitive advantage in the digital era.. Keywords: Artificial Intelligence, Supply Chain Management, Enterprise Resource Planning, Manufacturing Productivity, AI Integration, Predictive Analytics.

Assessing organizational readiness for the Clean Cuts and Sharp Minds Collective: a barbershop health promotion network

BackgroundBlack men have among the lowest life expectancy in the United States. Alarmingly, these men are underrepresented in health promotion efforts. There are well-documented barriers to recruiting and retaining Black men in health promotion efforts, such as exclusionary research practices – many researchers may be hesitant to reach Black men in culturally unique spaces, such as barbershops. Despite these practices, qualitative research among Black men unanimously find that Black men are interested in health promotion efforts. The Clean Cuts and Sharp Minds Collective (CCSMC) was designed to bridge this gap. The objectives of the CCSMC are to train barbers to be lay advocates for their clients, train barbers to be research partners, and serve as a nexus between barbers interested in health promotion at their shops and researchers interested in implementing such efforts. The present study sought to assess the organizational readiness of barbershops in South Carolina (SC) to participate in the CCSMC.MethodsBarbers in SC were invited to complete a modified version of the Readiness Thinking Tool to assess organizational readiness to participate in the CCSMC.ResultsThirty-six (36; mean age = 41.12; 94.4% identified as Black; 91.7% identified as male) barbers completed the organizational readiness assessment. Results indicated that there was a high level of motivation, innovation-specific capacity, and general capacity within barbershops to participate in the CCSMC. Additionally, many barbers indicated that there would be widespread support to join the CCSMC.ConclusionsThe results from the present study highlight exciting opportunities and future directions for barbershop-academic partnerships. Such partnerships have the potential to promote health equity among, and in partnership with, Black men.

Inspiring respect for fathers as coparents through a trauma-informed, infant-family mental health transformation of community-based services: process and early implementation with a multi-agency community collaborative.

Despite compelling evidence that high-quality early care has an enduring impact, there has been little coordinated effort to transform services delivery to infuse Trauma-Informed Family Centered (TI-FC) principles into community-based agencies serving children and their families. A need for more culturally attuned, family-sensitive, evidence-based, and trauma-informed supports, especially for vulnerable children, their families and fathers, is apparent in evidence amassed by key stakeholders within the geographic area of this study. This report details the planning process, TI-FC training series, and organizational profile assessments. Authors conclude with recommendations regarding the establishment of multi-agency collectives, to include fathers, toward betterment of infant-family mental health at the community level. The current case study details the community-level transformational effort in which major health, mental health, substance abuse, and child welfare organizations serving families of children age 0-3 worked collaboratively to enhance TI-FC services. We describe a four-stage process (1 - planning, 2 - assessment of organizational readiness, 3 - surveys, document reviews and focus groups, 4 - delivery of a training series) detailing the work of the collaborative, guided by key agency decision-makers. The study found significant initial success in adapting approaches to serving children 0-3 and their families through TI-FC perspectives. By proactively engaging several lead organizations in a deliberative planning process with universal aims and transformational principles, the collaborative team was able to coordinate organizational assessment, staff training and consultation, self-monitoring of organizational shifts, and problem-solving of obstacles and solutions to TI-FC services delivery. All agencies succeeded in completing comprehensive, multi-faceted analyses of organizational culture, preparing personnel for TI-FC services through comprehensive training, and utilizing this collaborative to make deliberate and customized changes within their programs, as concerns both support of families and father engagement. Preliminary data indicate that important shifts took hold and signified changes across key domains of TI-FC care.

Organizational cybersecurity readiness in the ICT sector: a quanti-qualitative assessment

PurposeCyberattacks are becoming increasingly widespread, and cybersecurity is therefore increasingly important. Although the technological aspects of cybersecurity are its best-known characteristics, the cybersecurity phenomenon goes beyond the detection of technological impacts, and encompasses all the dimensions of an organization. This study thus focusses on an additional set of organizational elements. The key elements of cybersecurity organizational readiness depicted here are cybersecurity awareness, cybersecurity culture and cybersecurity organizational resilience (OR). This study aims to qualitatively assess small and medium enterprises’ (SMEs) overall level of organizational cybersecurity readiness.Design/methodology/approachThis study focused on conducting a cybersecurity organizational readiness assessment using a sample of 53 Italian SMEs from the information and communication technology sector. Informed mixed method research, this study was conducted consistent with the principles of the explanatory sequential mixed method design, and adopting a quanti-qualitative methodology. The quantitative data were collected through a questionnaire. Qualitative data were subsequently collected through semi-structured interviews.FindingsAlthough many elements of the technical aspects of cybersecurity OR have yielded very encouraging results, there are still some areas that require improvement. These include those facets that constitute the foundation of cybersecurity awareness, and, thus, a cybersecurity culture. This result highlights that the areas in need of improvement are exactly those that are most important in fighting against cyber threats via organizational cybersecurity readiness.Originality/valueAlthough the importance of SMEs is obvious, evidence of such organizations’ attitudes to cybersecurity are still limited. This research is an attempt to depict the organizational issue related to cybersecurity, i.e. overall cybersecurity organizational readiness.

How Do We Keep our Heads above Water? An Embedded Mixed-Methods Study Exploring Implementation of a Workplace Reintegration Program for Nurses Affected by Operational Stress Injury.

Nurses are exposed to potentially psychologically traumatic events which can lead to operational stress injuries (OSI). Workplace reintegration after an OSI can be challenging, especially with repeated exposure to potentially traumatic scenarios and workplace demands. A workplace reintegration program (RP) originally developed for police officers may be of benefit for nurses returning to work after an OSI. The purpose of this study is to investigate the perceived need for an RP for nurses, and its potential contextualization and implementation in the nursing context using an implementation science approach. This mixed-methods study collected data via questionnaires and focus groups from acute care nurses in Canada (N = 19). Data analysis was conducted using descriptive statistics, thematic analysis, and an organizational readiness assessment. Study participants indicated that formalized processes were rarely used to support nurses returning to work after time off due to mental health challenges. Themes included (1) "The Perfect Storm": the current state of return-to-work, (2) Integral Needs, and (3) A Break in the Clouds: hope for health. Exploration of innovative programs such as the RP may provide additional support to nurses affected by OSIs. Further research is needed regarding workplace reintegration for nurses, and contextualization and evaluation of the RP.

Assessment of organizational readiness for digital transformation in SMEs

Finding the right strategy enabled by a solid digital transformation is a key challenge that Small and Medium Enterprises (SMEs) face. With a high number of transformations that fail, there is a significant investment in research to identify critical factors that ultimately drive a more successful journey, and at the same time, quite a few different models to assess the digital transformation maturity. There is, however, a gap in assessing how ready a SME is to successfully embrace the transformation and an even more significant gap in assessing it from an employee's perspective. This work proposes a model to assess that readiness. The organizational readiness assessment aims to enable SMEs to better understand the foundations that need to be set to successfully deliver the transformation. From the employee's perspective, a user-friendly model assesses the non-technological aspects of an organization, indicating the clear gaps that ultimately might negatively impact the organization's future when digitally transforming.

Implementing and Evaluating a Fellowship for Community-Based Physicians and Physician Assistants: Leadership, Practice Transformation, and Precepting.

Formal training in practice transformation, leadership, clinical education, and/or the time to gain these skills are limited postresidency for primary care physicians and physician assistants. Therefore, we created a novel Primary Care Champions fellowship program that provides practical experiences in education, practice transformation, and leadership for primary care physicians and physician assistants in community practice. The purpose of this study is to describe the fellowship and evaluate feedback from the first cohort. In the Jefferson Primary Care Champions Fellowship, fellows are provided protected time from clinical obligations to engage in didactic, informal, and experiential learning. They meet monthly and participate in student precepting training and receive mentorship from senior clinician administrators, scientists, educators, and population health researchers to hone skills for leadership and practice transformation endeavors. Cohort one began in September 2018. All fellows were family physicians from community-based practices in Philadelphia, PA (N = 4) and selected in collaboration with their practice leadership. Mixed-methods postprogram evaluations included Organizational Readiness Assessment and qualitative feedback. Fellows denoted individual time, small-group mentorship, protected project time, and open-robust discussions about primary care most useful. Three fellows reported that they plan to continue their practice-improvement projects postfellowship and one published her initial project findings and reflections. Overall feedback from the first cohort was positive. Fellows greatly appreciated structured time to explore primary care interests, contemplated long-term career prospects, and considered leadership opportunities. Cohort two is currently underway and cohort three is in recruitment.

Assessment of organizational readiness for participatory occupational safety, health and well-being programs

BACKGROUND: Organizational readiness for change measures were reviewed to develop an assessment tool for guiding implementation of an occupational safety and health program based on Total Worker Health (TWH) principles. Considerable conceptual ambiguity in the theoretical and empirical peer-reviewed literature was revealed. OBJECTIVE: Develop and validate an assessment tool that organizations can use to prepare for implementation of a participatory TWH program. METHODS: Inclusion criteria identified 29 relevant publications. Analysis revealed eight key organizational characteristics and predictors of successful organizational change. A conceptual framework was created that subject matter experts used to generate prospective survey items. Items were revised after pretesting with 10 cognitive interviews with upper-level management and pilot-tested in five healthcare organizations. Reliability of the domain subscales were tested based on Cronbach’s α. RESULTS: The Organizational Readiness Tool (ORT) showed adequate psychometric properties and specificity in these eight domains: 1) Current safety/health/well-being programs; 2) Current organizational approaches to safety/health/well-being; 3) Resources available for safety/health/well-being; 4) Resources and readiness for change initiatives to improve safety/health/well-being; 5) Resources and readiness for use of teams in programmatic initiatives; 6) Teamwork; 7) Resources and readiness for employee participation; and 8) Management communication about safety/health/well-being. Acceptable ranges of internal consistency statistics for the domain subscales were observed. CONCLUSIONS: A conceptual model of organizational readiness for change guided development of the Organizational Readiness Tool (ORT), a survey instrument designed to provide actionable guidance for implementing a participatory TWH program. Initial internal consistency was demonstrated following administration at multiple organizations prior to implementation of a participatory Total Worker Health® program.

A mixed-method approach to tailor the implementation of a participatory Total Worker Health® program

PurposeTotal Worker Health® (TWH) programs, which represent a holistic approach for advancing worker safety, health and well-being, require an employer to adapt programmatic coordination and employee involvement in program design and delivery. Organizational readiness for such measures requires competencies in leadership, communication, subject expertise and worker participation. In the absence of documented methods for TWH readiness assessment, the authors developed a process to prospectively identify implementation facilitators and barriers that may be used to strengthen organizational competencies and optimize the organizational “fit” in advance.Design/methodology/approachThe mixed-method baseline assessment instruments comprised an online organizational readiness survey and a key leader interview; these were administered with key organizational and labor leaders in five US healthcare facilities. Findings about organizational resources, skills available and potential implementation barriers were summarized in a stakeholder feedback report and used to strengthen readiness and tailor implementation to the organizational context.FindingsThe research team was able to leverage organizational strengths such as leaders' commitment and willingness to address nontraditional safety topics to establish new worker-led design teams. Information about program barriers (staff time and communication) enabled the research team to respond with proactive tailoring strategies such as training on participant roles, extending team recruitment time and providing program communication tools and coaching.Originality/valueA new method has been developed for prospective organizational readiness assessment to implement a participatory TWH program. The authors illustrate its ability to identify relevant organizational features to guide institutional preparation and tailor program implementation.

Pre-Implementation of the Age-Friendly Health Systems Evidence-Based 4Ms Framework in a Multi-State Convenient Care Practice.

Quality issues in the delivery of healthcare services to older adults and changes in societal demographics call for a social movement to improve the care of older adults in a variety of healthcare settings, including ambulatory care and convenient care clinics. To describe the pre-implementation phase to integrate the Age-Friendly Health Systems (AFHS) 4Ms (i.e., What Matters, Medication, Mentation, and Mobility) Framework in 1,100 MinuteClinics (the retail medical clinic of CVS Health) using the Consolidated Framework for Implementation Research (CFIR) and RE-AIM (an evaluation implementation framework). The CFIR and RE-AIM models guided data collection. Data were collected from all stakeholders (patients, healthcare providers, managers, educators, informatics staff, communications staff, and implementation consultants) via observations, surveys, interviews, focus groups, organizational readiness assessment, stakeholder assessment, and workflow mapping during a 15-month period to identify potential barriers, facilitators, and other opportunities for implementation. The CFIR and RE-AIM implementation frameworks provided a comprehensive approach to guide the pre-implementation phase of the AFHS 4Ms Framework at the MinuteClinic. The baseline assessments guided by the CFIR revealed important insights in the choice of implementation strategies that were developed and tested in the pre-implementation phase, and the RE-AIM guided meaningful components to the development of the logic model. As more healthcare systems integrate the AFHS 4Ms Framework, the approach reported in this quality improvement project can be used in other settings to facilitate a comprehensive implementation.

From AI to digital transformation: The AI readiness framework

Strategies and means for selecting and implementing digital technologies that realize firms’ goals in digital transformation have been extensively investigated. The recent surge in artificial intelligence (AI) technologies has amplified the need for such investigation, as they are being increasingly used in diverse organizational practices, creating not only new opportunities for digital transformation but also new challenges for managers of digital transformation processes. In this article, I present a framework intended to assist efforts to address one of the first of these challenges: assessment of organizational AI readiness—that is, an organization’s ability to deploy AI technologies to enable digital transformation, in four key dimensions: technologies, activities, boundaries, and goals. I show that this framework can facilitate analysis both of an organization’s current sociotechnical AI status and of the prospects for the technology’s fuller value-adding, sociotechnical deployment. The AI readiness framework invites fuller theorizing of the roles that AI can—and will—play in digital transformation.

Assessment of healthcare organizational readiness for change: A fuzzy logic approach

The primary purpose of the paper is to identify the level of organisation's readiness for change in order to improve change in health organizations. The current research is focused to establish an evaluation model for organizational readiness. Fuzzy methods offer a streamlined and analytical environment, which enables to design, analyse or test models in a reasonable shorter time compared to other approaches. Development of conceptual framework through defining enablers, criteria and attributes based on literature review and expert opinion. Four enablers are defined for the development of a conceptual model along with 12 criteria and 38 attributes. Fuzzy logic approach is performed by two levels of analysis. In order to determine the organizational readiness level of the hospital, the Fuzzy Organizational Readiness Index (FORI) and Fuzzy Performance Importance Index (FPII) were calculated. The FORI can be estimated as the “Averaged Ready” (3.48, 5.21, 6.95) and FPII is calculated to identify eighteen weaker attributes that necessities management attention to prepare a hospital for the process of change. The suggested structure strengthens the ability of administrators to effectively incorporate improvements in their organizations.

Assessment of organizational readiness to implement an electronic health record system in a low-resource settings cancer hospital: A cross-sectional survey.

Organizational readiness for change is a key factor in success or failure of electronic health record (EHR) system implementations. Readiness is a multifaceted and multilevel abstract construct encompassing individual and organizational aspects, which makes it difficult to assess. Available tools for assessing readiness need to be tested in different contexts. To identify and assess relevant variables that determine readiness to implement an EHR in oncology in a low-and-middle income setting. At the Uganda Cancer Institute (UCI), a 100-bed tertiary oncology center in Uganda,we conducted a cross-sectional survey using the Paré model. This model has 39 indicator variables (Likert-scale items) for measuring 9 latent variables that contribute to readiness. We analyzed data using partial least squares structural equation modeling (PLS-SEM). In addition, we collected comments that we analyzed by qualitative content analysis and sentiment analysis as a way of triangulating the Likert-scale survey responses. One hundred and forty-six clinical and non-clinical staff completed the survey, and 116 responses were included in the model. The measurement model showed good indicator reliability, discriminant validity, and internal consistency. Path coefficients for 6 of the 9 latent variables (i.e. vision clarity, change appropriateness, change efficacy, presence of an effective champion, organizational flexibility, and collective self-efficacy) were statistically significant at p < 0.05. The R2 for the outcome variable (organizational readiness) was 0.67. The sentiments were generally positive and correlated well with the survey scores (Pearson's r = 0.73). Perceived benefits of an EHR included improved quality, security and accessibility of clinical data, improved care coordination, reduction of errors, and time and cost saving. Recommended considerations for successful implementation include sensitization, training, resolution of organizational conflicts and computer infrastructure. Change management during EHR implementation in oncology in low- and middle- income setting should focus on attributes of the change and the change targets, including vision clarity, change appropriateness, change efficacy, presence of an effective champion, organizational flexibility, and collective self-efficacy. Particularly, issues of training, computer skills of staff, computer infrastructure, sensitization and strategic implementation need consideration.

Organizational readiness assessment in acute and long-term care has important implications for antibiotic stewardship for asymptomatic bacteriuria

Prior to implementing an antibiotic stewardship intervention for asymptomatic bacteriuria (ASB), we assessed institutional barriers to change using the Organizational Readiness to Change Assessment. Surveys were self-administered on paper in inpatient medicine and long-term care units at 4 Veterans Affairs facilities. Participants included providers, nurses, and pharmacists. The survey included 7 subscales: evidence (perceived strength of evidence) and six context subscales (favorability of organizational context). Responses were scored on a 5-point Likert-type scale. One hundred four surveys were completed (response rate = 69.3%). Overall, the evidence subscale had the highest score; the resources subscale (mean 2.8) was significantly lower than other subscales (P < .001). Scores for budget and staffing resources were lower than scores for training and facility resources (P < .001 for both). Pharmacists had lower scores than providers for the staff culture subscale (P = .04). The site with the lowest scores for resources (mean 2.4) also had lower scores for leadership and lower pharmacist effort devoted to stewardship. Although healthcare professionals endorsed the evidence about nontreatment of ASB, perceived barriers to antibiotic stewardship included inadequate resources and leadership support. These findings provide targets for tailoring the stewardship intervention to maximize success.

Organizational Readiness Tools for Global Health Intervention: A Review.

The ability of non-governmental organizations, government agencies, and corporations to deliver and support the availability and use of interventions for improved global public health depends on their readiness to do so. Yet readiness has proven to be a rather fluid concept in global public health, perhaps due to its multidimensional nature and because scholars and practitioners have applied the concept at different levels such as the individual, organization, and community. This review concerns 30 publically available tools created for the purpose of organizational readiness assessment in order to carry out global public health objectives. Results suggest that these tools assess organizational capacity in the absence of measuring organizational motivation, thus overlooking a key aspect of organizational readiness. Moreover, the tools reviewed are mostly untested by their developers to establish whether the tools do, in fact, measure capacity. These results suggest opportunities for implementation science researchers.

Strategic Management Practices and Barriers in Rural SMEs

The main objective of this study is to provide a model for assessing organizational readiness for accepting social customer relationship management (SCRM). The dilemma, the organizations are faced with is that they go ahead directly toward the preparation and implementation of new technologies, especially the technology without determining their level of readiness and this causes that they fail at the implementation stage or they do not benefit from the investment and spending they have done. In this research, after studying various resources, in particular, resources related to the assessment of organizational readiness in accepting information systems and social networks-based systems for using in organizations businesses and the proposed models by the mentioned resources, components and sub-components affecting the organization''s readiness in accepting SCRM have been identified and extracted. We categorized them in four main categories and dimensions, naming organizational, technological, human and environmental factors. Each of these main components includes sub-components that are mentioned in this research.

Building Agency Capacity for Trauma-Informed Evidence-Based Practice and Field Instruction

Through this article the authors describe how schools of social work offering a child and adolescent trauma specialization actively partnered with their community-based field placement agencies to achieve a dual purpose: help agencies sustain the capacity for evidence-based trauma treatment (EBTT) and provide sufficient EBTT MSW student field placement sites that support preparation of trauma-informed practitioners by schools of social work. Development and description of the specific conceptual framework used to inform the trauma-informed organizational change initiative is described. Results of an Organizational Readiness assessment undertaken at six agencies reflect a strong alignment between implementation drivers identified in the literature (Fixsen, Blase, Naoom, & Wallace, 2009) and the conceptual framework. The manner in which these results are being used by schools of social work and their agency partners in sustaining the implementation of evidence-based trauma treatment is reviewed, and implications for future research, education, and practice is discussed.

Steps for implementing delayed cord clamping in a hospital setting.

BackgroundDelayed umbilical cord clamping (DCC) permits placental-to-newborn transfusion and results in an increased neonatal blood volume at birth. Despite endorsement by numerous medical governing bodies, DCC in preterm newborns has been slow to be adopted into practice. The purpose of this article is to provide a framework to guide medical providers interested in implementing DCC in a hospital setting. A descriptive implementation guideline is presented based on the author’s personal experiences and the steps taken at the University of Washington (UW) to implement DCC in premature newborns <37 weeks’ gestational age. Quality improvement data was obtained to assess compliance with DCC performance over the initial six months following initiation of the treatment protocol in July 2014. An anonymous electronic survey was administered to obstetrical providers in January 2015 to assess DCC policy awareness and adherence.ResultsImportant steps to consider regarding implementation of DCC in a hospital settings include applying a multidisciplinary educational approach aimed at motivating potential stakeholders potentially impacted by DCC, addressing safety concerns regarding DCC, and developing a standardized DCC treatment protocol. In the first month following DCC protocol implementation at UW, 79.2% (19/24) of premature newborns admitted to the neonatal intensive care unit received DCC, but compliance decreased over time, with DCC documented in only 40.1% (61/150) of newborns during the 6-month period following implementation. The majority of obstetrician survey respondents (90.9%, 20/22) were aware of the UW DCC policy for preterm deliveries, had performed DCC in the past 6 months (95.5%, 21/22), felt that they had sufficient understanding of the risks and benefits of DCC (90.9%, 20/22) and cited concerns for maternal hemorrhage and the need to resuscitate the baby as the main reasons to perform immediate cord clamping instead of DCC.ConclusionHealthcare providers interested in implementing DCC may benefit from a procedural practice plan that includes an assessment of organizational readiness to adopt a DCC protocol, methods to measure and encourage staff compliance, and ways to track outcome data of infants who underwent DCC. Strategies to improve protocol awareness after DCC has been implemented are recommended since compliance may decrease over time.