ORGANIZATIONAL READINESS FOR CHANGE Suzan Swanton ROSC Learning
- Slides: 17
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 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 n Practitioner/clinical level n 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 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 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 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 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 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 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 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 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 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
- Organizational readiness to change assessment (orca) tool
- Organizational readiness for change maryland
- Algoritma rosc
- Jesus rosc
- Aristotle eudaimonia
- Dr jacqueline swanton
- Suzan van der lee
- Suzan alteri
- Naru triage
- Suzan fischbein
- "proctorio"
- Cuadro comparativo de e-learning
- Change adalah
- Teori organizational development
- Organizational theory design and change
- Organizational change in schools
- Chapter 18 organizational change and stress management
- Organizational change management images