ORGANIZATIONAL READINESS FOR CHANGE Suzan Swanton ROSC Learning

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

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

It is not necessary to change. Survival is not mandatory. W. Edward Deming

Ambivalence is Appropriate o Mixed emotions are to be expected n n n o

Ambivalence is Appropriate o Mixed emotions are to be expected n n n o o curiosity confusion eagerness concern willingness to try Evidence-based practices impose burdens Evidence-based practices require change

Change Initiatives must address: o Multiple levels of the organization including: n Program/organizational level

Change Initiatives must address: o Multiple levels of the organization including: n Program/organizational level n Practitioner/clinical level n Client/patient level

Organizational Readiness to Change What aspects of your system need to be assessed to

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

How Programs Change o Training n o Relevance, accessibility, accreditation, quality, organizational needs Adoption

How Programs Change o Training n o Relevance, accessibility, accreditation, quality, organizational needs Adoption n Decision o o o Leadership support Change viewed as having quality and utility Change viewed as having adaptability

How Programs Change o Adoption n Action Plan o o Trial period Capacity of

How Programs Change o Adoption n Action Plan o o Trial period Capacity of change to meet expectations Satisfactory preliminary results and feedback Forms of informal and formal resistance are manageable

How Programs Change o Implementation n o Change must be viewed as effective by

How Programs Change o Implementation n o Change must be viewed as effective by staff and leadership Viewed as feasible Sustainable Practice n n Standard practices that improves client care On-going monitoring of effectiveness

Effective Change Processes o o o o Relevant, with practical application Timely Clear and

Effective Change Processes o o o o 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

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 Change Survey Scales o Motivation n Program Needs Training Needs Pressures

Organizational Readiness for Change Survey Scales o Motivation n Program Needs Training Needs Pressures for Change

Organizational Readiness for Change Survey Scales o Institutional Resources n n n Offices: adequate

Organizational Readiness for Change Survey Scales o Institutional Resources n n n Offices: adequate equipment and space Staffing: adequate skills and staff numbers Training resources: Equipment Internet resources

ORC Survey Scales o Staff Attributes n n Growth: Extent to which staff value

ORC Survey Scales o Staff Attributes n n 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 Scales o Organizational Climate n n n Mission: awareness and clarity of

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

ORC Survey Scales o Program Training Needs Assessment n n o PTN 15 minutes

ORC Survey Scales o Program Training Needs Assessment n n o 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

Change is inevitable – except from a vending machine. Robert C. Gallagher