Analyzing the Organization’s Readiness for Change

2004 ◽  
pp. 110-131
Author(s):  
Nancy M. Lorenzi ◽  
Robert T. Riley
Keyword(s):  
Readiness For Change

scholarly journals Technology-Enhanced Health Promotion for College Students: A Seed Development Project

2021 ◽  
Vol 11 (1) ◽  
pp. 143-151
Author(s):  
Carol A. Fackler ◽  
Nancy Baugh ◽  
Ann A. Lovegren ◽  
Carol Nemeroff ◽  
Janet Whatley Blum
Keyword(s):  
College Students ◽  
Health Promotion ◽  
Adult Students ◽  
Seed Development ◽  
Eating Behaviors ◽  
Healthy Lifestyle ◽  
Vegetable Consumption ◽  
Development Project ◽  
Readiness For Change ◽  
Post Intervention

Obesity is an issue for young adults in the U.S. This population is particularly vulnerable to weight gain as they move from adolescence to young adulthood, especially as they transition from high school to college. Adopting a health promotion approach, a university-based cluster of researchers, community advocates, and a technology partner embarked on a two-year seed development project that focused on development, implementation, and evaluation of a web-based healthy lifestyle intervention for college students. Using a mixed-method design, two convenience samples of residential university students were recruited to participate in a 4-week intervention called Eat, Move, Live, in which they interacted with a newly-created comprehensive website about management of a healthy lifestyle. Participants’ post-intervention readiness for change increased by 15% (eating and life balance behaviors) to 23% (moving behaviors). Participants reported increased awareness of eating behaviors, and feelings of engagement in tracking their fruit and vegetable consumption. Findings suggest that technology may be utilized to enhance the effectiveness and efficiency of achieving students’ individual goals related to healthy living. These preliminary findings have implications for increasing the development and implementation of technological approaches to health promotion for young adult students.

Leadership as a Facilitator of Evidence Implementation by Nurse Managers: A Metasynthesis

2021 ◽  
pp. 019394592110049
Author(s):  
María Zoraida Clavijo-Chamorro ◽  
Gema Romero-Zarallo ◽  
Adela Gómez-Luque ◽  
Fidel López-Espuela ◽  
Sebastián Sanz-Martos ◽  
...  
Keyword(s):  
Nurse Managers ◽  
Organizational Structures ◽  
Shared Vision ◽  
Readiness For Change ◽  
Staff Nurses ◽  
Evidence Based ◽  
Related Factors ◽  
Evidence Based Practices ◽  
Practical Experiences ◽  
Leadership Influence

Evidence-based practice is often not implemented in nursing for reasons relating to leadership. This article aims to cast light on the factors that facilitate nursing evidence implementation perceived by nurse managers in their practical experiences of this implementation. It is a qualitative, narrative metasynthesis of primary studies on nurse managers’ leadership-related facilitation experiences, following the Joanna Briggs Institute meta-aggregative approach and the Promoting Action on Research Implementation in Health Services (PARiHS) model. Eleven primary studies were included and three general categories were identified as leadership-related factors facilitating evidence implementation: teamwork (communication between managers and staff nurses), organizational structures (strategic governance), and transformational leadership (influence on evidence application and readiness for change among leaders). Nurse managers act as facilitators of evidence-based practices by transforming contexts to motivate their staff and move toward a shared vision of change. Always providing support as managers and colleagues, sharing their experience in the clinic environment.

Assessing individual readiness for change in healthcare: a review of measurement scales

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lisa Beasley ◽  
Sandra Grace ◽  
Louise Horstmanshof
Keyword(s):  
Scoping Review ◽  
Literature Search ◽  
Readiness For Change ◽  
Secondary Outcome ◽  
Individual Response ◽  
Content Type ◽  
Healthcare Environment ◽  
Scoping Reviews ◽  
Change Leaders ◽  
Response To Change

PurposeUnderstanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are characterised by frequent and rapid change, often with unrealistic and challenging timeframes. Researchers have employed a range of assessment scales to assess individual readiness for change. Hence, to select the appropriate scale, it is critical to compare the properties of these instruments. A scoping review will be conducted to identify scales that measure an individual's response to change in the healthcare environment.Design/methodology/approachIn this article the authors used the PIC (Population or Problem, Interest, and Context) design and undertook a comprehensive literature search conducted in Eric, MEDLINE, EmCare, CINAHL, PsychINFO and PubMed. Management databases were also searched including Business Source Premium (Ebesco) and Business Collection (InfoRMIT). Reference lists were scrutinized, and citation searches were performed of the included studies. The primary outcome was the quality of the literature searches and the secondary outcome was time spent on the literature search when the PIC model was used as a search strategy tool, compared to the use of another conceptualizing tool or unguided searching.FindingsThis scoping review identified eight scales used to measure an individual's response to change. This scoping review did not identify any individual change readiness scales specifically designed for use in the healthcare environment. However, two scales (the Acceptance of Change Scale and the Resistance to Change Scale) had applicability across a wide variety of organisational settings.Research limitations/implicationsScoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers.Practical implicationsThis scoping review will assist change leaders to gain a better understanding of the different scales used to measure individual response to change.Originality/valueTo manage change effectively, change leaders first need to develop an understanding of how individuals respond and adapt to change. Change leaders require the necessary scales to assist them to understand change processes, providing an understanding of where individuals are placed on the change continuum. To the best of the authors' knowledge, this scoping review is the first of its kind to identify and review scales to measure individual response to change.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

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