Organizational Readiness For Change Research Articles

Safety Net Provider Attitudes Toward Smoking Cessation Treatment.

Background: Cigarette smoking, which poses significant health risks, is prevalent among vulnerable populations commonly treated by safety net providers. A large-scale implementation science project on specialty tobacco use treatment was launched within the Los Angeles County Health Agency. The first phase of this study seeks to summarize and compare smoking cessation treatment attitudes of providers at the Department of Health Services (DHS) and Department of Mental Health (DMH).Methods: In total, 467 safety net health care providers (DHS = 322; DMH = 145) completed a survey inquiring about attitudes on smoking cessation treatment consisting of locally developed items and those informed by a scale on readiness for organizational change. Descriptive statistics and non-parametric tests were conducted to examine treatment attitudes for DHS and DMH providers.Results: Between agencies, providers largely reported similar attitudes on smoking cessation treatment and expressed positive beliefs regarding the efficacy of smoking cessation aids. Providers slightly or moderately agreed with being prepared to identify and diagnose tobacco use among patients. DMH providers stated that identification of tobacco use was less in line with their job responsibilities (p < 0.0001) and less strongly agreed that varenicline is effective for smoking cessation (p = 0.003), compared with DHS providers.Conclusions: Providers supported smoking cessation aid efficacy but may benefit from additional training on identification and treatment of tobacco use. These findings support the implementation of specialty tobacco cessation treatment programs with training on medications in safety net health care systems, which has the potential to yield large-scale public health benefits.

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 Dialogical Approach to Readiness for Change towards Sustainability in Higher Education Institutions: The Case of the SDGs Seminars at the Universidad Politécnica de Madrid

The transformation for sustainability requires a paradigm shift towards systems thinking and interdisciplinary collaboration, which entails, above all, a process of cultural change affecting individual mindsets, organizations and society as a whole. Sustainability in higher education institutions (HEIs) has been a recurrent research field in the past decades. However, little attention has been paid to the processes of internal and cultural change and, in particular, to the first steps to prepare academic communities for change. Understanding “readiness for change” as a core organizational competency to overcome continuous environmental changes and considering the diluted hierarchy at HEIs, this article proposes the adoption of dialogical and developmental approaches in a single action case, the SDGs Seminars at the Universidad Politécnica de Madrid. This methodology was used to diagnose organizational and individual readiness for change considering cognitive, affective and behavioural components, and to identify consequences in organizational structures and culture. Our findings reveal that reframing dialogical spaces in HEIs to experience a collaborative and sustainability culture can unlock change, breaking down organizational silos, reducing resistances and engaging academic communities in the cocreation of institutional strategies. Furthermore, the case suggests that acting at the group level has impacts both on the individual and institutional levels.

The Psychology of Resistance to Change: The Antidotal Effect of Organizational Justice, Support and Leader-Member Exchange.

In today’s business environment, the survival and sustenance of any organization depend upon its ability to introduce a successful change. However, in implementing a change, one of the biggest problems an organization faces is resistance from its employees. The current paper addresses this problem by examining the role of organizational justice dimensions in coping with the resistance to change through the intervening role of perceived organizational support (POS), leader-member exchange (LMX), and readiness for change (RFC) in a sequential framework. Data of 372 employees have been collected from the banking industry of Pakistan. The results obtained through the Partial Least Squares- Structural Equation Modeling (PLS-SEM) approach using SmartPLS suggest that distributive justice, procedural justice, and interactional justice play a critical role in lowering the resistance to change through POS, LMX, and RFC, contributing significantly to the theory and practice. Furthermore, this study also discusses recommendations for future research and limitations associated with this research work.

Impact of Paternalistic Leadership on Organizational Readiness for Change: Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics

Purpose: This study aims to investigate the impact of paternalistic leadership on organizational readiness for change: mediation of employee engagement and moderation of Islamic work ethics (IWE). Methodology: The sample size for this research is 203. The data were collected from faculty of private and public sector educational institutes that were in process of change. SPSS has been utilized for data analysis. Findings: Using Leader-Member Exchange (LMX) as a theoretical lens, the results indicate paternalistic leadership significantly positively impacts organizational readiness for change; employee engagement acts as a mediating agent between paternalistic leadership and organizational readiness for change; IWE moderates between the relationship of paternalistic leadership and employee engagement. Significance: The mediation of employee engagement and moderation of IWE between paternalistic leadership and organizational readiness for change is still under research so this makes our research a unique contribution. Limitations: This research shall add to the Islamic ethical principles of employees alongside output which will advantage the organization as well as employees. Implications: This research has managerial implications for change agents, organizational development (OD) consultants; policymakers of educational institutions, and professionals regarding change strategies, benefits, and the Islamic business environment.

Organizational Readiness for Change: A Case Study on Change Drivers and Inhibitors from Oman’s Health Professions Education Institutions

Background: A study in 2014 on systems and processes needed to enhance the quality of health professions education during a period of transition at the Ministry of Health Educational Institutes; now known as Oman College for Health Sciences and the Higher Institute for Health Specialties, revealed positive expectations of staff towards the upgrade to a four-year college. However, staffs were uncertain about how they would manage the change, resulting in adverse psychological impact. The purpose of this study was to evaluate the overall readiness for change at Oman College of Health Sciences (OCHS) and the Higher Institute for Health Specialties (HIHS) during its second phase of transition.Aim of the study: to evaluate the overall readiness for change at Oman College of Health Sciences (OCHS) and the Higher Institute for Health Specialties (HIHS) during its second phase of transition.Methodology: a mixed method case study approach was conducted during the period of August 2017 to March 2019. For the quantitative part of the study, the authors used the Organizational Change Readiness Assessment OCRA tool to explore the barriers and drivers regarding change implementation experienced by employees at (OCHS) during a period of transition. This was followed by semi-structured interviews with five participants in leadership position of OCHS and the HIHS.Results: of 381 questionnaires distributed, 128 were completed; a response rate of 33.6%. The quantitative findings identified inhibitors that had the highest impact towards successful change implementation to be information processes, organizational structure and task processes, and human resources system, while the qualitative analysis resulted in two main themes, organizational readiness for change, and individuals’ readiness for change.Conclusion: Based on the results, it was apparent that the existing change and transition management strategies require further planning. Study findings indicated that readiness for change was influenced by organizational and behavioral factors. Both aspects were accompanied by challenges and possible opportunities regarding change implementation.Recommendations: This study recommended that other future studies should be conducted within the scope of this study to include students and external stakeholders.

Moving upstream: The Family First Prevention Services Act and re-imagining opportunities for prevention in child welfare practice

The Family First Prevention Services Act of 2018 is a landmark piece of U.S. child welfare legislation designed to prioritize maltreatment prevention, strengthen family preservation and foster care services, and promote the relational permanence of youth in out-of-home care. Successful implementation and realization of these policy objectives are not guaranteed; however, and are dependent upon a number of important factors including legislative clarity, policy demands and resources, and organizational readiness and capacity for change. Essential preconditions to policy implementation at the organizational level include education and planning, resource coordination, and adaptation to system processes. To support efforts to optimize the potential of the law to strengthen programs and services for children and families, this three-part manuscript targets the education and planning dimensions of policy implementation through (1) an overview of prevention and implementation science research, (2) a description of the provisions within the Family First Prevention Services Act, and (3) an analysis of possible implementation challenges and opportunities within the child welfare practice environment. Considerations and recommendations are offered to assist social workers and human service professionals in their efforts to improve child welfare prevention and intervention services for children and families.

The Relationship Between Organizational Commitment and Readiness to Change for Employee of PT X

The purpose of this study is to determine the relationship of organizational commitment and readiness to change. This study is a quantitative research with an explanatory method. The subject for this research conducted to 75 employee of PT X Jatimbalinusra. Data collection using Organizational Commitment Scale developed by Allen and Mayer (1991) and READ 3 Readiness for Change Scale belongs to Hanpacern (1997). Data analysis using IBM SPSS Statistic 22. From the result of this study showed the correlation between the value of organizational commitment and readiness for change is 0,000 which is worth less than the significance level of 0,05. The strenght of the correlation between two variables is strong with a value of 0,856. This indicate that there is a significant correlation between organizational commitment and readiness to change.

Can adaptive–academic leadership duo make universities ready for change? Evidence from higher education institutions in Pakistan in the light of COVID-19

PurposeIn rapidly changing global village, individuals, organizations and the society are faced with various unforeseen challenges every day, and these challenges continuously trigger and test the instincts for survival, and higher education is of no exception. In the context of today’s most critical uncertainty, i.e. COVID-19, the purpose of this study is to highlight the significance of two leadership styles, i.e. adaptive and academic leadership, and assessing readiness for change among higher education institutions (HEIs) of Punjab, Pakistan.Design/methodology/approachAn online survey was conducted to collect data from 404 permanent faculty members in the public sector universities identified using stratified random sampling. The hypotheses developed were tested using co-variance-based structural equation modeling.FindingsAs per the findings, both leadership styles as exogenous constructs and the presence of organizational learning capability as mediators contributed positively in crafting organizational readiness for change (ORC) among HEIs in the course of unpredictable circumstances.Practical implicationsThe COVID-19 episode globally has reiterated the importance of change, and the role of leadership in this regard cannot be undermined. This study, for that matter, stresses on the importance and benefits of academic and adaptive leadership dealing with uncertainties or change and the readiness of HEIs for change. Several institutions faced challenges in doing so, and the transition was not smooth, except for institutions where leaders were the differentiating factor. On top of it, institutions that had timely invested in digital systems and had enhanced organizations learning capacity survived in these turbulent times.Originality/valueCOVID-19 has placed tremendous challenges on HEIs to adapt with the rapidly changing conditions. Hence, this study is unique in understanding the academic and adaptive leadership styles in context of ORC. This study further helps in understanding that how public sector universities that are already influenced by stringent bureaucratic structures react to change.

The Influence of Contextual Factors on the Process of Formulating Strategies to Improve the Adoption of Care Manager Activities by Primary Care Nurses.

Background:Primary care nurses are well-suited to provide care management for common mental disorders, but their practices depend on context. Various strategies can be considered to improve the adoption of nursing care manager activities, but data from implementation studies rarely address strategy formulation.Aim:To analyze the influence of contextual factors on strategy formulation to improve the adoption of care manager activities by primary care nurses.Method:A qualitative multiple case study in three primary care clinics was carried out. Data were collected through individual interviews (n = 32) and observations (n = 7), working group meetings, and relevant documents. Thematic analysis was conducted.Results:Contextual factors influenced strategy formulation through organizational readiness for change, which resulted from tension for change and perceived organizational ability to implement change. Tension for change was generated through the perceived gap between patient needs and service availability, perceived compatibility with the nurses work environment, and their assessment of their capacity to perform care manager activities or acquire the necessary skills.Conclusion:Future studies should give sufficient attention to implementation strategy formulation and consider the dynamic role of organizational readiness for change when facilitating the adoption of evidence-based practices for common mental disorders in primary care.

Digital learning orientation and innovative behavior in the higher education sector: effects of organizational learning culture and readiness for change

PurposeIn the emergent context of the digital transformation of learning processes, this study aims to examine the influence of students' digital learning orientation on their innovative behavior, mediated through readiness for change. Furthermore, we investigate how organizational learning culture moderates the aforementioned mediated relationship. From an educational sector stakeholders' perspective, elaborations are made on how the constructs will aid in facilitating and nurturing the sustainable development of educational organizations.Design/methodology/approachThe respondents for this descriptive study were drawn from a student sample, who had taken up postgraduate courses in science and technology streams, in a prominent university in India. Self-reporting questionnaires were administered among the respondents, who were selected through random sampling. Measurement model analysis was done using IBM AMOS 21.0, and path analytic procedures using PROCESS 3.0 macro were used to test the proposed hypotheses.FindingsThe results revealed that digital learning orientation had a significant indirect effect on innovative work behavior, through readiness for change. Also, the conditional indirect effects of digital learning orientation on innovative work behavior, mediated through readiness for change, were influenced by organizational learning culture as the moderator, specifically when the levels of the moderator were low. At optimal levels of an organizational learning culture, digital learning orientation had a significant influence on innovative behavior, through higher readiness for change. However, beyond a certain threshold, organizational learning culture does not have a significant influence on predicting outcomes.Originality/valueThis study is pioneering in conceptualizing and testing a theoretical model linking digital learning orientation, organizational learning culture, readiness for change and innovative behavior. The study is relevant especially in the context of today's students being referred to as “digital natives,” and it, thus, becomes imperative to understand how the same can be translated into work outcomes. Educators are suggested to facilitate an organizational learning culture that is conducive to nurturing positive outcomes among digital native students. Efforts should be oriented toward undertaking teaching pedagogies that will include more of digital gadgets and technologies, enabling higher experiential learning.

WHY IS THE INFLUENCE OF SERVANT LEADERSHIP ON ORGANIZATIONAL READINESS FOR CHANGE INSIGNIFICANT? THE MEDIATING ROLE OF WORKPLACE SPIRITUALITY

The COVID-19 pandemic has exponentially accelerated the rate of change. Organizational readiness for change has become the mandatory requirement for most organizations to survive in this highly disrupted era. The purpose of this research is to investigate the influence of servant leadership and the mediating role of workplace spirituality on organizational readiness for change. Offices within a private university in Indonesia were used as the population for this research. 80 respondents from 40 offices participated in this research by filling online questionnaires. The data were analyzed using Partial Least Square–Structural Equation Modelling software. The results show that servant leadership does not influence organizational readiness for change directly butis fully mediated through workplace spirituality. This paper contributes to the organizational change theory by providing insight into what aspect of servant leadership may be lacking for an extreme organizational change process. It is the first study that validates the role of workplace spirituality as the mediator of the relationship between servant leadership and organizational readiness for change.

Assessing Organizational Readiness for Change of UTama’s Lecturers

The escalating uncertainty as a result of the rapidly changing business environment, forces organizations to make changes in order to adapt to its environment. The ability to make change depends on the readiness for change of each member of the organization. The readiness for change of organizational members is therefore important to measure. This research is intended to measure and describe the readiness for change of UTama lecturers. To measure this readiness for change, a total of 160 questionnaires is distributed to UTama lecturers. A total 106 of them were returned and could be analyzed further. Descriptive statistics show that UTama lecturers’ readiness for change is marginally low. This means that the lecturers’ resistance to be involved in the change process is relatively high.

Occupational stress, burnout, and organizational readiness for change: A longitudinal study among HIV HCPs in China

ABSTRACT Literature suggests that organizational readiness for change (ORC) could facilitate adaptation and implementation of new projects or practices in clinical settings. Limited data are available regarding the longitudinal associations between ORC and psychosocial conditions of HCPs. Using six waves of longitudinal data collected between 2013 and 2016 from 357 HIV HCPs in Guangxi, China, we identify sociodemographic and occupational characteristics that impact ORC and examine how occupational stress and burnout affect ORC adjusting for potential cofounders. A mixed effect model was used to assess the associations of ORC with psychosocial variables controlling for key background variables, and within-cluster and within-subject correlation over time. The ORC level was stable over time. Ethnical minority HCPs reported lower ORC compared with those of Han ethnicity. HCPs with administrative responsibility reported significantly lower ORC compared with the ones without administrative responsibility. HCPs with high school education attainment showed lower ORC compared to those with some college education. The ORC level was negatively associated with occupational stress and burnout controlling all the background variables. It is important to integrate reducing stress and alleviating burnout in the workplace into efforts to promote the acceptance and adaptation of new intervention.

Readiness for Organizational Change as a Mediator of Distributed Leadership Relationships and the Implementation of Professional Learning Community

Readiness for Organizational Change as a Mediator of Distributed Leadership Relationships and the Implementation of Professional Learning Community

Are Danish vocational schools ready to implement \u201csmoke-free school hours\u201d? A qualitative study informed by the theory of organizational readiness for change

BackgroundThe smoking prevalence is high among students enrolled in vocational education and training, which is considered a lower level of education. The school tobacco policy regarding smoke-free school hours stipulates that students and staff are not allowed to smoke during school hours—inside or outside school premises—and it might be an effective intervention for reducing smoking in vocational schools. For school tobacco policies to be effective, they must be appropriately implemented. A primary predictor for successful implementation is organizational readiness for change. This study seeks to identify and understand the barriers to and facilitators for developing organizational readiness to implement smoke-free school hours in Danish vocational schools.MethodsSemi-structured interviews and focus groups were carried out with managers and teachers (n = 22 participants) from six vocational schools. The interview guides were informed by “A theory of organizational readiness for change” developed by Weiner, which was also used as a framework to analyze the data.ResultsWe identified 13 facilitators and barriers. Nine factors acted as facilitators, including the following: believing that health promotion is a school role and duty; believing that society and workplaces are becoming more smoke-free, and believing that smoke-free school hours is a beneficial strategy to achieve fewer educational interruptions. Additional facilitators include establishing clear rules for sanctioning and enforcement, developing a joint understanding about smoke-free school hours, developing skills to deal with student responses to smoke-free school hours, establishing social alternatives to smoking, offering smoking cessation help, and mandating smoke-free school hours by law. Four organizational norms, practices, or discourses acted as barriers: believing that smoke-free school hours violate personal freedom, believing that students have more important problems than smoking, believing that it is difficult to administer the level of enforcement, and believing that the enforcement of smoke-free school hours negatively influences student-teacher relations.DiscussionOur results suggest that developing organizational readiness before adopting a comprehensive tobacco policy such as smoke-free school hours is important for successful implementation. Further research should investigate how to strengthen the facilitators for and counter the barriers to developing readiness for implementing smoke-free school hours.

Telehealth Diabetes Prevention Intervention for the Next Generation of African American Youth: Protocol for a Pilot Trial.

BackgroundIn 1999, type 2 diabetes mellitus (T2DM) was identified as an emerging epidemic in youth, and racial and ethnic minority youth were identified with high risk. Two decades later, no gold standard T2DM prevention intervention has been established for this population.ObjectiveThis study tests the efficacy of a telehealth diabetes prevention intervention for African American (AA) families with children with risk for T2DM. Concurrently, investigators aim to evaluate an implementation strategy for the uptake of the intervention by the University of Mississippi Medical Center’s (UMMC) pediatric weight management clinic.MethodsThis single-arm trial will enroll 20 parents with overweight or obesity of children (8-11 years) with overweight or obesity, both of whom are at risk for T2DM. Parents will meet in small groups (5 parents per group) weekly for 11 weeks and then monthly for 4 monthly maintenance sessions via videoconference using Wi-Fi–enabled iPads with cellular connectivity. The intervention will be adapted from the National Diabetes Prevention Program and Power to Prevent, a diabetes prevention program tailored for AA families. The same lifestyle intervention facilitated by a racially concordant lifestyle coach trained in the Diabetes Prevention Program will be delivered to all groups (n=4). Participants will be recruited in-person during patient encounters at the UMMC’s pediatric weight management clinic. Sessions will consist of dietary and physical activity behavior change strategies facilitated using problem-solving and goal-setting skills. The implementation strategy has 2 targets: the pediatric weight management clinic site and clinical team and parents of children at risk for T2DM engaged in intensive obesity treatment to prevent T2DM. The multifaceted implementation protocol includes 4 discrete strategies: creating a new clinical team, changing the service site, intervening with families, and promoting organizational readiness for change.ResultsRecruitment and enrollment began in December 2020, and the intervention is scheduled to be delivered to the first cohort of parents in March 2021. The results are expected to be submitted for publication beginning in November 2021 through 2022. The primary outcome measure for the pilot trial will include changes from baseline to 12 and 30 weeks in the child BMI z score and parent BMI. The implementation evaluation will include multiple measures of feasibility, acceptability, appropriateness, fidelity, and efficacy. This protocol was approved by the UMMC’s Institutional Review Board (#2020V0249).ConclusionsThe proposed intervention approach is supported by the scientific literature and is scalable given the current and future health care subsidies for telehealth. Findings from this pilot trial will begin to address critical barriers to defining a gold standard lifestyle intervention for AA families with children at risk for T2DM. If effective, the intervention could be feasibly disseminated to treat obesity and prevent T2DM in high-risk AA pediatric populations.International Registered Report Identifier (IRRID)PRR1-10.2196/25699

A moderating mediation model of the antecedents of being driven to work: The role of inclusive leaders as change agents

AbstractWith support from social exchange theory, the current study tested the mediating role of employee readiness for organizational change between inclusive leadership and driven to work behaviour. Moreover, collective self‐concept has been suggested as a moderating variable in the proposed mediation model. Data for the current study were collected in three‐time lags from employees (N = 215) of Pakistan's service sector. The results revealed that inclusive leadership is positively associated with being driven to work and employee readiness for organizational change mediates this relationship. Further, collective self‐concept moderates the relationship between inclusive leadership and employee readiness for organizational change; and employee readiness for organizational change and being driven to work. This study offers valuable insights into recruitment and retention decisions.

Organizational Change Readiness, Service Innovation, and Corporate Image in Improving Competitiveness: A Case Study in Indonesia

Organizational Change Readiness, Service Innovation, and Corporate Image in Improving Competitiveness: A Case Study in Indonesia

Implementation of Mobile Teledermatology: Challenges and Opportunities

Background: While teledermatology is well-established in the Department of Veterans Affairs (VA), its implementation is far from complete. To facilitate consultative teledermatology and extend its reach, VA introduced a mobile teledermatology application (app) at three VA sites. Methods: We evaluated the initial implementation process using a mixed-methods, multiple case study approach to assess organizational readiness for change (ORC), which included examining facilitators, barriers, and contextual factors that affected implementation. We conducted: (1) group interviews and bimonthly reports to understand site processes; (2) semistructured interviews and surveys of individual participants representing a range of implementation roles; and (3) a review of internal organizational documents. We identified themes from interviews using an iterative process, and computed an ORC score based on surveys. Results: Forty-three individuals participated in the study. Qualitative data from all sites, corroborated by survey data available from one site, revealed a high readiness for change with an ORC score of 4.2, where 5 = maximal readiness for change. Facilitators included support from leadership and clinical champions, active telehealth programs, and an understanding and appreciation of the program and the resources needed. At all sites, however, technical issues negatively affected adoption; these included a suboptimal information technology infrastructure, which led to the inoperability of the app at two sites, and technical inefficiencies related to users' unfamiliarity with new devices and inconsistent internet access. Conclusions: Although a strong commitment to change and a confidence to effect change existed, these alone were insufficient to surmount barriers to implementation effectiveness. Clinical Trials Registration: NCT03241589.