The Experts below are selected from a list of 3012 Experts worldwide ranked by ideXlab platform
Alexander S Young - One of the best experts on this subject based on the ideXlab platform.
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Organizational Readiness in specialty mental health care.
Journal of general internal medicine, 2020Co-Authors: Alison B Hamilton, Amy N Cohen, Alexander S YoungAbstract:Implementing quality improvement efforts in clinics is challenging. Assessment of Organizational "Readiness" for change can set the stage for implementation by providing information regarding existing strengths and deficiencies, thereby increasing the chance of a successful improvement effort. This paper discusses Organizational assessment in specialty mental health, in preparation for improving care for individuals with schizophrenia. To assess Organizational Readiness for change in specialty mental health in order to facilitate locally tailored implementation strategies. EQUIP-2 is a site-level controlled trial at nine VA medical centers (four intervention, five control). Providers at all sites completed an Organizational Readiness for change (ORC) measure, and key stakeholders at the intervention sites completed a semi-structured interview at baseline. At the four intervention sites, 16 administrators and 43 clinical staff completed the ORC, and 38 key stakeholders were interviewed. The Readiness domains of training needs, communication, and change were the domains with lower mean scores (i.e., potential deficiencies) ranging from a low of 23.8 to a high of 36.2 on a scale of 10-50, while staff attributes of growth and adaptability had higher mean scores (i.e., potential strengths) ranging from a low of 35.4 to a high of 41.1. Semi-structured interviews revealed that staff perceptions and experiences of change and decision-making are affected by larger structural factors such as change mandates from VA headquarters. Motivation for change, Organizational climate, staff perceptions and beliefs, and prior experience with change efforts contribute to Readiness for change in specialty mental health. Sites with less Readiness for change may require more flexibility in the implementation of a quality improvement intervention. We suggest that uptake of evidence-based practices can be enhanced by tailoring implementation efforts to the strengths and deficiencies of the organizations that are implementing quality improvement changes.
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Organizational Readiness in specialty mental health care
Journal of General Internal Medicine, 2010Co-Authors: Alison B Hamilton, Amy N Cohen, Alexander S YoungAbstract:BACKGROUND Implementing quality improvement efforts in clinics is challenging. Assessment of Organizational “Readiness” for change can set the stage for implementation by providing information regarding existing strengths and deficiencies, thereby increasing the chance of a successful improvement effort. This paper discusses Organizational assessment in specialty mental health, in preparation for improving care for individuals with schizophrenia.
Jeremy Grimshaw - One of the best experts on this subject based on the ideXlab platform.
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Organizational Readiness for knowledge translation in chronic care a review of theoretical components
Implementation Science, 2013Co-Authors: Randa Attieh, Marie Ouimet, G Roch, Jeremy Grimshaw, Carole A Estabrooks, Mariepierre Gagnon, El Kebir GhandourAbstract:Background With the persistent gaps between research and practice in healthcare systems, knowledge translation (KT) has gained significance and importance. Also, in most industrialized countries, there is an increasing emphasis on managing chronic health conditions with the best available evidence. Yet, organizations aiming to improve chronic care (CC) require an adequate level of Organizational Readiness (OR) for KT. Objectives: The purpose of this study is to review and synthesize the existing evidence on conceptual models/frameworks of Organizational Readiness for Change (ORC) in healthcare as the basis for the development of a comprehensive framework of OR for KT in the context of CC.
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measuring Organizational Readiness for knowledge translation in chronic care
Implementation Science, 2011Co-Authors: Mariepierre Gagnon, Marie Ouimet, J Labarthe, G Roch, Jeremy Grimshaw, Carole A Estabrooks, El Kebir GhandourAbstract:Background: Knowledge translation (KT) is an imperative in order to implement research-based and contextualized practices that can answer the numerous challenges of complex health problems. The Chronic Care Model (CCM) provides a conceptual framework to guide the implementation process in chronic care. Yet, organizations aiming to improve chronic care require an adequate level of Organizational Readiness (OR) for KT. Available instruments on Organizational Readiness for change (ORC) have shown limited validity, and are not tailored or adapted to specific phases of the knowledge-to-action (KTA) process. We aim to develop an evidence-based, comprehensive, and valid instrument to measure OR for KT in healthcare. The OR for KT instrument will be based on core concepts retrieved from existing literature and validated by a Delphi study. We will specifically test the instrument in chronic care that is of an increasing importance for the health system. Methods: Phase one: We will conduct a systematic review of the theories and instruments assessing ORC in healthcare. The retained theoretical information will be synthesized in a conceptual map. A bibliography and database of ORC instruments will be prepared after appraisal of their psychometric properties according to the standards for educational and psychological testing. An online Delphi study will be carried out among decision makers and knowledge users across Canada to assess the importance of these concepts and measures at different steps in the KTA process in chronic care. Phase two: A final OR for KT instrument will be developed and validated both in French and in English and tested in chronic disease management to measure OR for KT regarding the adoption of comprehensive, patient-centered, and system-based CCMs. Discussion: This study provides a comprehensive synthesis of current knowledge on explanatory models and instruments assessing OR for KT. Moreover, this project aims to create more consensus on the theoretical underpinnings and the instrumentation of OR for KT in chronic care. The final product–a comprehensive and valid OR for KT instrument–will provide the chronic care settings with an instrument to assess their Readiness to implement evidence-based chronic care.
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Measuring Organizational Readiness for knowledge translation in chronic care
Implementation Science, 2011Co-Authors: M.-p. Gagnon, Marie Ouimet, J Labarthe, K Ghandour El, G Roch, Carole A Estabrooks, François Légaré, Jeremy GrimshawAbstract:BACKGROUND: Knowledge translation (KT) is an imperative in order to implement research-based and contextualized practices that can answer the numerous challenges of complex health problems. The Chronic Care Model (CCM) provides a conceptual framework to guide the implementation process in chronic care. Yet, organizations aiming to improve chronic care require an adequate level of Organizational Readiness (OR) for KT. Available instruments on Organizational Readiness for change (ORC) have shown limited validity, and are not tailored or adapted to specific phases of the knowledge-to-action (KTA) process. We aim to develop an evidence-based, comprehensive, and valid instrument to measure OR for KT in healthcare. The OR for KT instrument will be based on core concepts retrieved from existing literature and validated by a Delphi study. We will specifically test the instrument in chronic care that is of an increasing importance for the health system. METHODS: Phase one: We will conduct a systematic review of the theories and instruments assessing ORC in healthcare. The retained theoretical information will be synthesized in a conceptual map. A bibliography and database of ORC instruments will be prepared after appraisal of their psychometric properties according to the standards for educational and psychological testing. An online Delphi study will be carried out among decision makers and knowledge users across Canada to assess the importance of these concepts and measures at different steps in the KTA process in chronic care.Phase two: A final OR for KT instrument will be developed and validated both in French and in English and tested in chronic disease management to measure OR for KT regarding the adoption of comprehensive, patient-centered, and system-based CCMs. DISCUSSION: This study provides a comprehensive synthesis of current knowledge on explanatory models and instruments assessing OR for KT. Moreover, this project aims to create more consensus on the theoretical underpinnings and the instrumentation of OR for KT in chronic care. The final product--a comprehensive and valid OR for KT instrument--will provide the chronic care settings with an instrument to assess their Readiness to implement evidence-based chronic care.
Bryan J Weiner - One of the best experts on this subject based on the ideXlab platform.
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Organizational Readiness for change what we know what we think we know and what we need to know
2020Co-Authors: Bryan J Weiner, Alecia S Clary, Stacey L Klaman, Kea Turner, Amir AlishahitabrizAbstract:This chapter takes stock of what we know, what we think we know, and what we need to know about Organizational Readiness for change. Based on a review of the literature in health and other fields, the chapter critically appraises how Organizational Readiness has been conceptualized and measured and synthesizes research findings on the determinants and outcomes of Readiness. Directions for future theory and research are suggested.
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Organizational Readiness for implementing change a psychometric assessment of a new measure
Implementation Science, 2014Co-Authors: Christopher M Shea, Sara R Jacobs, Denise A Esserman, Kerry Bruce, Bryan J WeinerAbstract:Organizational Readiness for change in healthcare settings is an important factor in successful implementation of new policies, programs, and practices. However, research on the topic is hindered by the absence of a brief, reliable, and valid measure. Until such a measure is developed, we cannot advance scientific knowledge about Readiness or provide evidence-based guidance to Organizational leaders about how to increase Readiness. This article presents results of a psychometric assessment of a new measure called Organizational Readiness for Implementing Change (ORIC), which we developed based on Weiner’s theory of Organizational Readiness for change. We conducted four studies to assess the psychometric properties of ORIC. In study one, we assessed the content adequacy of the new measure using quantitative methods. In study two, we examined the measure’s factor structure and reliability in a laboratory simulation. In study three, we assessed the reliability and validity of an organization-level measure of Readiness based on aggregated individual-level data from study two. In study four, we conducted a small field study utilizing the same analytic methods as in study three. Content adequacy assessment indicated that the items developed to measure change commitment and change efficacy reflected the theoretical content of these two facets of Organizational Readiness and distinguished the facets from hypothesized determinants of Readiness. Exploratory and confirmatory factor analysis in the lab and field studies revealed two correlated factors, as expected, with good model fit and high item loadings. Reliability analysis in the lab and field studies showed high inter-item consistency for the resulting individual-level scales for change commitment and change efficacy. Inter-rater reliability and inter-rater agreement statistics supported the aggregation of individual level Readiness perceptions to the Organizational level of analysis. This article provides evidence in support of the ORIC measure. We believe this measure will enable testing of theories about determinants and consequences of Organizational Readiness and, ultimately, assist healthcare leaders to reduce the number of health organization change efforts that do not achieve desired benefits. Although ORIC shows promise, further assessment is needed to test for convergent, discriminant, and predictive validity.
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a theory of Organizational Readiness for change
Implementation Science, 2009Co-Authors: Bryan J WeinerAbstract:Change management experts have emphasized the importance of establishing Organizational Readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual Readiness for change, Organizational Readiness for change has not been subject to extensive theoretical development or empirical study. In this article, I conceptually define Organizational Readiness for change and develop a theory of its determinants and outcomes. I focus on the Organizational level of analysis because many promising approaches to improving healthcare delivery entail collective behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing, work flow, decision making, communication, and reward systems. Organizational 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. When Organizational Readiness for change is high, Organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. The result is more effective implementation. The 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. Further, the theory suggests the possibility that the strategies that change management experts recommend are equifinal. That is, there is no 'one best way' to increase Organizational Readiness for change.
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review conceptualization and measurement of Organizational Readiness for change a review of the literature in health services research and other fields
Medical Care Research and Review, 2008Co-Authors: Bryan J Weiner, Halle AmickAbstract:Health care practitioners and change experts contend that Organizational Readiness for change is a critical precursor to successful change implementation. This article assesses how Organizational Readiness for change has been defined and measured in health services research and other fields. Analysis of 106 peer-reviewed articles reveals conceptual ambiguities and disagreements in current thinking and writing about Organizational Readiness for change. Inspection of 43 instruments for measuring Organizational Readiness for change reveals limited evidence of reliability or validity for most publicly available measures. Several conceptual and methodological issues that need to be addressed to generate knowledge useful for practice are identified and discussed.
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Conceptualization and measurement of Organizational Readiness for change: a review of the literature in health services research and other fields.
Medical care research and review : MCRR, 2008Co-Authors: Bryan J Weiner, Halle Amick, Shoou-yih Daniel LeeAbstract:Health care practitioners and change experts contend that Organizational Readiness for change is a critical precursor to successful change implementation. This article assesses how Organizational Readiness for change has been defined and measured in health services research and other fields. Analysis of 106 peer-reviewed articles reveals conceptual ambiguities and disagreements in current thinking and writing about Organizational Readiness for change. Inspection of 43 instruments for measuring Organizational Readiness for change reveals limited evidence of reliability or validity for most publicly available measures. Several conceptual and methodological issues that need to be addressed to generate knowledge useful for practice are identified and discussed.
Alison B Hamilton - One of the best experts on this subject based on the ideXlab platform.
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Organizational Readiness in specialty mental health care.
Journal of general internal medicine, 2020Co-Authors: Alison B Hamilton, Amy N Cohen, Alexander S YoungAbstract:Implementing quality improvement efforts in clinics is challenging. Assessment of Organizational "Readiness" for change can set the stage for implementation by providing information regarding existing strengths and deficiencies, thereby increasing the chance of a successful improvement effort. This paper discusses Organizational assessment in specialty mental health, in preparation for improving care for individuals with schizophrenia. To assess Organizational Readiness for change in specialty mental health in order to facilitate locally tailored implementation strategies. EQUIP-2 is a site-level controlled trial at nine VA medical centers (four intervention, five control). Providers at all sites completed an Organizational Readiness for change (ORC) measure, and key stakeholders at the intervention sites completed a semi-structured interview at baseline. At the four intervention sites, 16 administrators and 43 clinical staff completed the ORC, and 38 key stakeholders were interviewed. The Readiness domains of training needs, communication, and change were the domains with lower mean scores (i.e., potential deficiencies) ranging from a low of 23.8 to a high of 36.2 on a scale of 10-50, while staff attributes of growth and adaptability had higher mean scores (i.e., potential strengths) ranging from a low of 35.4 to a high of 41.1. Semi-structured interviews revealed that staff perceptions and experiences of change and decision-making are affected by larger structural factors such as change mandates from VA headquarters. Motivation for change, Organizational climate, staff perceptions and beliefs, and prior experience with change efforts contribute to Readiness for change in specialty mental health. Sites with less Readiness for change may require more flexibility in the implementation of a quality improvement intervention. We suggest that uptake of evidence-based practices can be enhanced by tailoring implementation efforts to the strengths and deficiencies of the organizations that are implementing quality improvement changes.
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Organizational Readiness in specialty mental health care
Journal of General Internal Medicine, 2010Co-Authors: Alison B Hamilton, Amy N Cohen, Alexander S YoungAbstract:BACKGROUND Implementing quality improvement efforts in clinics is challenging. Assessment of Organizational “Readiness” for change can set the stage for implementation by providing information regarding existing strengths and deficiencies, thereby increasing the chance of a successful improvement effort. This paper discusses Organizational assessment in specialty mental health, in preparation for improving care for individuals with schizophrenia.
Amy N Cohen - One of the best experts on this subject based on the ideXlab platform.
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Organizational Readiness in specialty mental health care.
Journal of general internal medicine, 2020Co-Authors: Alison B Hamilton, Amy N Cohen, Alexander S YoungAbstract:Implementing quality improvement efforts in clinics is challenging. Assessment of Organizational "Readiness" for change can set the stage for implementation by providing information regarding existing strengths and deficiencies, thereby increasing the chance of a successful improvement effort. This paper discusses Organizational assessment in specialty mental health, in preparation for improving care for individuals with schizophrenia. To assess Organizational Readiness for change in specialty mental health in order to facilitate locally tailored implementation strategies. EQUIP-2 is a site-level controlled trial at nine VA medical centers (four intervention, five control). Providers at all sites completed an Organizational Readiness for change (ORC) measure, and key stakeholders at the intervention sites completed a semi-structured interview at baseline. At the four intervention sites, 16 administrators and 43 clinical staff completed the ORC, and 38 key stakeholders were interviewed. The Readiness domains of training needs, communication, and change were the domains with lower mean scores (i.e., potential deficiencies) ranging from a low of 23.8 to a high of 36.2 on a scale of 10-50, while staff attributes of growth and adaptability had higher mean scores (i.e., potential strengths) ranging from a low of 35.4 to a high of 41.1. Semi-structured interviews revealed that staff perceptions and experiences of change and decision-making are affected by larger structural factors such as change mandates from VA headquarters. Motivation for change, Organizational climate, staff perceptions and beliefs, and prior experience with change efforts contribute to Readiness for change in specialty mental health. Sites with less Readiness for change may require more flexibility in the implementation of a quality improvement intervention. We suggest that uptake of evidence-based practices can be enhanced by tailoring implementation efforts to the strengths and deficiencies of the organizations that are implementing quality improvement changes.
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Organizational Readiness in specialty mental health care
Journal of General Internal Medicine, 2010Co-Authors: Alison B Hamilton, Amy N Cohen, Alexander S YoungAbstract:BACKGROUND Implementing quality improvement efforts in clinics is challenging. Assessment of Organizational “Readiness” for change can set the stage for implementation by providing information regarding existing strengths and deficiencies, thereby increasing the chance of a successful improvement effort. This paper discusses Organizational assessment in specialty mental health, in preparation for improving care for individuals with schizophrenia.