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ORGANIZATIONAL READINESS FOR CHANGE

ORGANIZATIONAL READINESS FOR CHANGE. Suzan Swanton ROSC Learning Collaborative January 11, 2010. It is not necessary to change. Survival is not mandatory. W. Edward Deming. Ambivalence is Appropriate. Mixed emotions are to be expected curiosity confusion eagerness concern

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ORGANIZATIONAL READINESS FOR CHANGE

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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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