A theory of organizational readiness for change

<p>Abstract</p> <p>Background</p> <p>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.</p> <p>Discussion</p> <p>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.</p> <p>Summary</p> <p>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.</p

Off-label psychopharmacologic prescribing for children: History supports close clinical monitoring

The review presents pediatric adverse drug events from a historical perspective and focuses on selected safety issues associated with off-label use of medications for the psychiatric treatment of youth. Clinical monitoring procedures for major psychotropic drug classes are reviewed. Prior studies suggest that systematic treatment monitoring is warranted so as to both minimize risk of unexpected adverse events and exposures to ineffective treatments. Clinical trials to establish the efficacy and safety of drugs currently being used off-label in the pediatric population are needed. In the meantime, clinicians should consider the existing evidence-base for these drugs and institute close clinical monitoring

Ecosystem-based translation of health research: expanding frameworks for environmental health

This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.The high capacity of science and health infrastructure in countries such as Australia has contributed to the relatively low public health impact of many environmental health hazards, including our endemic, wildlife‐origin zoonotic diseases. However, understanding how these and other health risks may be reduced within an ecosystem service framework will be increasingly valuable as climate change and pressures on natural environments intensify. Benefits could transcend national boundaries, especially if regional epicentres of ecological, political and social disintegration widen, creating milieux for potential pandemics. We are in a gainful position to progress research and translation of research into policy using the frameworks already available in Australia. This will be strengthened by promoting common language and metrics across disciplines and agencies, including costing that includes externalities and co‐benefits, and by supporting research into ecological linkage mechanisms and the broader ecosystem service ‘settings’ of health risks. Existing tools inclusive of stakeholder inputs can address ecosystem service trade‐offs. These can be used to identify or trial primordial preventative ‘eco‐social’ strategies. Aggregated, these have the potential to address GEC as health risk. We advocate concerted effort to refine these approaches and to promote a sense of urgency in their implementation

What Makes an Effective Mentor: A Cross- Cultural (BRIC) Comparison

Research shows the professional benefits of strong mentoring relationships. However, the majority of the extant mentoring research is either mentor-centric or Western-oriented. Even with the increasing trend of protégé-centric research, relatively little research exists that examines mentoring in India and what protégés from that country would most desire from the mentoring relationship and their mentors. This chapter uses the countries in the emerging economies group represented by the acronym BRIC (Brazil, Russia, India, China), combined with Hofstede’s classification system for cross-cultural comparisons. Findings from mentoring studies from countries economically and culturally similar to India are then generalized to suggest criteria Indian protégés would find most appealing in their mentors. Finally, the chapter concludes with a discussion of future areas for research on mentoring in India