ORGANISATIONAL READINESS-TO-CHANGE

ORGANISATIONAL READINESS-TO-CHANGECompiled by:RICHA MITTAL(124)SAKSHI MALHORA(125)GEETIKA SACHDEVA(126)

Readiness means being prepared. In summary change readiness can be defined as: Having the right conditions and resources in place to support the change process having a clear vision and objectives for the intended change. Having the motivation and attitudes to engage with the change and make it work. introduction

It is important to assess your organisations readiness for change before taking any major steps to implement any change process.A readiness assessment will help determine if the organisations existing environment is prepared for change.it will also predict how change may impact staff and the overall performance.Continue:Readiness assessment is the act of measuring how prepared your organisation is for a major change.In order to conduct a readiness assessment, you need to evaluate the culture; leadership styles; performance; processes; and, resources of the organisation.By conducting this, an organisation can identify their needs and major gaps in workflow.Results from this can help shape the organisations approach to various QI initiatives.What is readiness assessment

Elements of readiness assessmentIt is a precursor of quality improvement.It is achieved when your organisation is prepared for change and willing to alter current practices for quality improvement.The assessment will identify the available resources , staff characteristics, and areas that the organisation needs to improve.As a result, the organisation can prepare for any barriers that hinders the implementation of change.(i) Organisational QI program readinessEvery QI project needs a project team to manage the project. Team members should be selected based on QI project and the types of expertise needed.A QI project readiness is conducted to evaluate the teams readiness to change, commitment, and leadership support.(ii) QI project readiness

Readiness assessment process

Stages in readiness to changeIndividual is unaware, unable, unwilling to change. No intent to change.Indicators: argue, interrupt, deny, ignore, avoid reading, talking, or thinking about the behaviour.Individual is traditionally characterised as resistant, unmotivated.Stage 1: Pre-Contemplation

Establish rapport.Determine why the client has come to you.Introduce ambivalence about recovery why it might be a good idea, e.g., why do you think other people decide to manage their disorders?Give information on risks, pros & cons of use.Acknowledge the clients thoughts, feelings, fears, and concerns.Keep the interview informal.Clinical tools

Individual is ambivalent or uncertain regarding behaviour change.Indicators: Individual meets clinician half way, willing to look at pros & cons of behaviour change.Individual is traditionally characterised as unpredictable, time intensive.Stage 2: Contemplation

Discuss and weigh pros and cons of recovery.Emphasize clients free choice and responsibility.Elicit self motivational statements.Discuss the clients goals in life, how will recovery affect these?Reduce the fear of recovery through examples and problem solving.Ask questions that clarify motivation, e.g., whats most important to you..why?Clinical toolsIndividual shifts from thinking about behaviour change to planning first steps.Indicators: Individual asks questions, considers options, demonstrates openness in considering behaviour change.Individual is traditionally characterised as compliant, coming along,, good to work with.Stage 3: Preparation

Support efforts to changeClarify goals and identify successful strategiesStructure plan of action with client based on clients history and willingness, allowing client to decideEncourage client to commit to actionGive client clear, consistent, and unequivocal message about recovery.Clinical toolsIndividual demonstrates steps toward behaviour change such as periods of abstinence.Indicators: Individual is receptive to clinical interventions. Treatment compliance is normal. Demonstrated behaviour change affects positive outcomes in other areas (i.e. Relationship at home and work).Individual is traditionally characterised as successful, working the program.Stage 4: Action

Seek commitment to specific behavioural change at each sessionAcknowledge difficulties, support even minimal progressIdentify risky situations, triggers & coping strategiesHelp client find new reinforcesSupport perseverance (sticking to the plan)Clinical toolsIndividual sustains treatment goals.Indicators: Individual has made behaviour changes, practices stable abstinence , meet treatment goals, practices healthy coping strategies.Individual is traditionally characterised as ready for successful discharge, no longer needing treatment, ready for aftercare.Stage 5: Maintenance

Support and affirm changesRehearse new coping strategies and countermeasures to triggersReview personal growth long term goals Encourage client to contribute to recovery of others.Clinical tools

The readiness-to-change ruler is used to assess a persons willingness or readiness to change, determine where they are on the continuum between not prepared to change on the left to already changing on the right, and promote identification and discussion of perceived barriers to change. It is used as a quick assessment of persons present motivational state relating to changing a specific behaviour.Readiness to change ruler(scale)

Indicate the specific behaviour to be assessed on the ruler form. Ask the person to mark on a linear scale from 0 to 10 their current position in the change process. Question the person about why he or she did not place the mark further to the left , which elicits motivational statementsQuestion the person about why he or she did not place mark further to the right, which elicits perceived barriersAsk the person for suggestions about ways to overcome identified barriers and actions that might be taken.How to use?A score above 5 shows that the person is willing to consider change and should be supported and encouraged.Scoring Helps in identifying barriers that hinders the change process and removing themHelp organisation in addressing issues before they escalate to major problemsHelps saving timeHelps increasing likelihood of successfully improving qualityHelps strengthen employee relations by engaging employees in assessmentThe results may encourage the organisation to alter its QI planning efforts for more satisfying outcomes.Importance of readiness-to-changeResearch papers

DiscussionOrganizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors.

A theory of organizational readiness for changeby Bryan J WeinerDepartment of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina Chapel Hill, USA

SummaryThe theory described in this article treats organizational readiness as a shared psychological state in which organizational members feel committed to implementing an organizational change and confident in their collective abilities to do so. This way of thinking about organizational readiness is best suited for examining organizational changes where collective behavior change is necessary in order to effectively implement the change and, in some instances, for the change to produce anticipated benefits. Testing the theory would require further measurement development and careful sampling decisions. The theory offers a means of reconciling the structural and psychological views of organizational readiness found in the literature.

WHY IS A NEW DIAGNOSTIC FOR ORGANISATIONAL CHANGE REQUIRED? Reflecting upon the dismal results of change management By (2005, 378) called for new research arguing that the development of current research streams would not change the outcomes; new methods of measurements are required to determine the potential success change initiatives. At the macro-level, Burke & Litwin (1992) suggest that to determine the causes of organisational change it is important to firstly understand how organisations function (i.e. what leads to what), and secondly understand how organisations might be deliberately changed.A Diagnostic Tool for Assessing Organisational Readiness for Complex Changeby: Blackman, D., OFlynn, J. and Ugyel,CONCLUSIONUndertaking the diagnostic would enable an organisation to determine: first, whether the enablers or the barriers are stronger for a proposed or existing change and, second, which of the barriers or enablers are strongest and are most likely to be able to change current status quo. In the case of the two missing elements these would need to be identified to the organisation as potentially undermining any change initiative and as requiring management by the senior leadership. The diagnostic will, therefore, become a combination of prediction and prescription if an organisation wishes to improve its chances of change success. An advantage of this proposed diagnostic is that it will be relatively quick to undertake and can be used during a time of change if there are unexpected problems. Specific areas of concern can then be addressed.Prochaska, Norcross, and Di Clemente (1994) identied six well - dened, time - based stages that clients move through, although not necessarily in a linear way. This model can also be quite useful in coaching as a way to apply the appropriate strategies necessary to support the client s movement through change and toward the desired state or behavior. W hat follows is a coaching example using the six stages. In it, the client s goals for coaching are to improve his or her health and begin an exercise routine. Six stages of client readiness for change PATRICK WILLIAMS, EDD, MCC Founder, Institute for Life Coach Training PRE CONTEMPLATION: At the pre contemplation stage, the client actually is not yet considering making a change. Clients sometimes are unaware of the need for a change or are unaware of their current patterns or behaviorCONTEMPLATION: Clients at the contemplation stage are considering making a change and also may find they are quite ambivalent about it, or they may not know what to do to make the change.PREPARATION: At the preparation stage, the client is preparing to change gathering information, assembling resources, checking out possibilities, and preparing to act.ACTION: This is the classic stage where the client actually takes action, practices new behaviors, and tries new thingsMAINTENANCE: The client has maintained the chosen actions long enough to have created new habits and integrated them into the rest of his or her life.TERMINATION: Prochaska used this term because it reects the fact that the client no longer requires a programmatic approach to the behavior that needed changing. The new behavior has become a natural part of the persons life, and it happens without much thought on his or her part. SIX STAGESThis research article describes and constructs a model of performance readiness. The goal of this article is to illustrate how one might meet the challenges of change effectively. The author explores the factors and principles driving the positive transformational change of a high-performing soccer team. Framed by theories of cognitive appraisal, stress, and coping, the study reveals critical variables to the change readiness process to be appraisal, focus, and perceived control. By inquiring deeply into individual appraisals of a change, it may be possible to facilitate a focal shift from resistance to resolution and from a desire for power over a change to a recognition of ones power to change effectively.

Toward a Theory of Change Readiness The Roles of Appraisal, Focus, and Perceived Control.By: Jennifer Walinga University of Victoria

CONCLUSIONThis article describes an approach for encouraging readiness for change, a model illustrating the power of focal optimization in the workplace. Change readiness seeks a more effective change management strategy that involves facilitating the clarity and confidence individuals require in committing to and implementing a change or performance initiative by inquiring deeply into individual appraisals of the change and helping individuals find a pivotal point of personal power within the change. The model integrates theories and models of organizational change and learning with those of information processing, performance, stress, and coping. By enlarging on the theory of stress and coping, this article provides change agents with an increased insight into change readiness within their organizations. The procedural model pro- posed demands a fundamental shift from a paradigm of power over to a paradigm of power to and is relevant to all levels of the organization, particularly leadershipThe researchers conducted this study in a large public organisation in Namibia. Before 1998, the organisation had a performance appraisal (measurement) system in place. The organisation used it to measure staff performance annually. The system had weaknesses because it did not set performance standards and was very open to bias, nepotism and favouritism during the performance appraisal process. As a result, the organisation suspended the performance appraisal system in 1998. Since then, the organisation has not introduced an institutional mechanism to improve, measure, monitor or evaluate its staff and the performance of the organisation. All municipalities are subject to administrative and operational changes to improve their performance.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.

Organisational readiness for introducing a performance management system.BY: Michael Ochurub, Mark Bussin, Xenia Goosen

This paper based on the empirical research about commitment to change in a Construction Company in Indonesia, using 4 scales namely: C2C, IRFC, ORFC, and CL. discussion will be based on the concept and findings. The results (N=186) showed that there was positive and significant correlation between Change Leadership and Readiness for Change together with Commitment to Change.

Results will contribute to the implications of organizational change, as the management will understand what kind of variable that has the strongest impact to the Commitment to Change. This paper contributes knowledge about the role of leadership during the organizational change. LEADERSHIP, READINESS TO CHANGE, AND COMMITMENT TO CHANGE BY: Wustari L.H. MANGUNDJAYA IN ROMANIA

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