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Nakamura, Hiroko, Yuya Kajikawa, and Shinji Suzuki. "Multi-level perspectives with technology readiness measures for aviation innovation." Sustainability Science 8, no. 1 (September 15, 2012): 87–101. http://dx.doi.org/10.1007/s11625-012-0187-z.
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Naumtseva, E. A., and W. A. Stroh. "Psychological Readiness for Organizational Change and its Socio-Psychological Predictors." Social Psychology and Society 11, no. 4 (2020): 151–64. http://dx.doi.org/10.17759/sps.2020110411.
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Objectives. The study of socio-psychological predictors of employees’ readiness for changes (identification with the organization as a whole, identification with the unit, injective and descriptive norms) and the ratio of their contribution to the formation of employees’ readiness for changes. Background. Due to rapid technological development, the number of necessary changes within organizations is growing. A well-formed employees’ readiness for the upcoming changes is needed for the success of their implementation. It will affect the productivity of work processes. Study design. The study examined the level of readiness for organizational changes, the level of identification with the organization, with the unit, and subjective norms (injective and descriptive). Regression analysis was used to process the data. Socio-demographic characteristics differences were analyzed using the Mann—Whitney U-test and the Kruskel-Wallis N-test. Participants. The study sample included the state medical organization employees’ implementing electronic records and medical records (n = 308). Measurements. To evaluate variables, we used questionnaire “Readiness for Organizational Change” by D. Holt, questionnaire by B. Ashfort, F. Mael “Organizational Identification”, and scales for assessing perceived norms of M. Fishbein and A. Aizen. Results. It is established that identification with an organization, identification with a unit, an injective and descriptive norm are associated with a readiness to change. The strongest predictor of readiness for organizational change is the injective norm for change, the next most powerful predictor is the descriptive norm for change. A less significant contribution to readiness is identification with the organization as a whole. Identification with the working group (or unit) is associated with readiness to change negatively. The level of readiness for organizational changes among managers is significantly higher than among performers. Conclusions. Identification with the organization and unit, injective and descriptive norms make a significant contribution to the formation of employee readiness for change. Significant differences were found in the level of readiness for changes depending on the position: managers demonstrate a higher level compared to ordinary employees. The results of the study can be used by managers and management consultants to assess and build readiness for change.
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Diab, Gehan Mohammed, Sanaa M. Safan, and Huda M. Bakeer. "Organizational change readiness and manager' behavior in managing change." Journal of Nursing Education and Practice 8, no. 7 (March 7, 2018): 68. http://dx.doi.org/10.5430/jnep.v8n7p68.
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Background and objective: Organizational readiness refers to organizational members’ change commitment and change efficacy to implement organizational change and confidence in their accumulative abilities to do so. The aim of the study was to assess the nurse managers’ behavior in managing change, and the level of the organizational change readiness at selected hospitals at Menofia Governorate.Methods: Design: A descriptive cross-sectional design was used. Setting: The study was conducted at two hospitals, namely University Hospital and Shebin El-Kom Teaching Hospital, in Menofia Governorate, Egypt. Subjects: It consisted of two groups, Group 1: A convenience sample of 136 staff nurses (67 staff nurses from Menofia University Hospital, and 69 from Shebin El-Kom Teaching Hospital), Group 2: All nurse manager available on the time of the study (31 from Menofia University Hospitals, and 30 from Shebin El-Kom Teaching Hospital). Tools: a) Tool one: Change management process Questionnaire, b) Tool two: Change Readiness Assessment Scale.Results: More than half of the nurse managers reported that they have a good behavior in managing change in the organization, while the staff nurses reported that their managers had a bad behavior during the change process. Organizational readiness level was higher in University hospitals than in Teaching hospital as perceived by the study subjects.Conclusions: The nurse managers and staff nurses reported that the organization had a bad readiness level to change. Additionally there was a positive correlation between organizational readiness and manager behavior in managing change. Recommendations: Organization should have a readiness for change to support the change process by possessing the right resources and conditions, a clear insights and goals for the intended change and have the inventiveness, behavior to participate with the change and develop work. Also, agents of change chiefs and management must need to drive a strong reaction for change from the stakeholders that leads to highest performance improvement.
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Mitroshkina, O. V. "Specificity of psychological readiness for changes and psychological resilience in the employees of the State Criminal-Executive Service of Ukraine." Law and Safety 71, no. 4 (December 27, 2018): 118–25. http://dx.doi.org/10.32631/pb.2018.4.17.
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The work focuses on the study of psychological readiness for change and psychological resilience among employees of the State Criminal-Executive Service of Ukraine. It is shown that in the conditions of reforming, readiness for changes is a psychological condition for successful professional activity and personal self-realization of the staff of the criminal executive service. The content of the concept of “psychological readiness” and “psychological readiness for change” is disclosed, the purposefulness of the study of psychological resilience as one of the factors of psychological readiness for change is substantiated. The purpose of the study was to identify the features of the functioning of psychological readiness for changes in the context of psychological resilience of employees of the State Criminal-Executive Service of Ukraine.
The PCRS (Change Personal Readiness Survey) method created by A. Rolnic, S. Heather, M. Gold, C. Hull (translation and adaptation by N. A. Bazhanova and G. L. Bardier) and questionnaire of human resilience (O. O. Rylska) were applied to solve empirical problems. The subjects were employees of the State Criminal-Executive Service of Ukraine, who were divided into groups according to the level of psychological readiness for change. The first group consisted of subjects with a high level of readiness for change, the second – with a low level.
The scientific novelty of the research is determined by the fact that, for the first time, the features of psychological resilience in workers of the Criminal Executive Service of Ukraine in the context of psychological readiness for changes were established. It was found that the employees of the Criminal-Executive Service with a high level of psychological readiness for change are distinguished by the greater severity of psychological resilience components, such as adaptation and self-development. It is proved that the groups of employees of the Criminal-Executive Service with different levels of psychological readiness for change show differences in the structure of interrelationships between the components of psychological readiness for change and the components of psychological resilience. In both groups, the growth of psychological resilience on the whole is accompanied by a facilitation of psychological readiness for change. At the same time, in the group with high level of psychological readiness for change, there are almost twice as many interconnections between these phenomena, which indicate a more active interaction between them in this group, in contrast to the low-level group in which this interaction is rather limited. The obtained results allow us to conclude that the subjects with different levels of psychological readiness for change demonstrate differences both in the indicators of psychological resilience and in the structure of interrelations between the components of psychological readiness for change and psychological resilience. Less pronouncedness of a number of components of psychological readiness for change and a certain deficiency of its interaction with psychological resilience can hinder both the successful professional activity of low-level group and their optimal functioning in the personality’s sense. The results obtained in the study can be used to develop programs for psychological support of the professional activities of the staff of the Criminal-Executive Service at the stage of its reformation.
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Novita, Rina Dwi, and Nyoman Anita Damayanti. "READINESS TO CHANGE IN JEMURSARI ISLAMIC HOSPITAL IN CHANGE TO BE A EDUCATIONAL HOSPITAL." Indonesian Journal of Public Health 15, no. 1 (April 6, 2020): 81. http://dx.doi.org/10.20473/ijph.v15i1.2020.81-92.
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ABSTRACTSurabaya Islamic Hospital Foundation is preparing Jemursari Islamic Hospital to become an educational hospital bacause University of Nahdlatul Ulama Surabaya as a medical institution is required to have at least one primary educational hospital. Jemursari Islamic Hospital has conducted self assessment related to the readiness to become educational hospital in 2017 and resulted in a total value of 88.34%. This research aims to describe the readiness to change at the Islamic Hospital Jemursari in the change into an educational hospital. This research was conducted at Islamic Hospital of Jemursari in period of October 2017-July 2018. This research is descriptive research because it describes readiness to change at Jemursari Islamic Hospital in the change to become educational hospital without any statistical calculation. This research is a quantitative research using cross-sectional method. Sampling method with proportional random sampling technique to get sample of 88 people spread in all work units at Jemursari Islamic Hospital. Data collection using questionnaires readiness guide for readiness assessment consisting of five indicators namely communication, sponsorship, stakeholder, readiness, and training. The results showed that the indicator of communication at Jemusari Islamic Hospital has the lowest average value (4.32) and has a slightly ready level. The stakeholder indicator has the highest average score (5.06) and has a ready level. In addition, indicators of sponsorship, readiness, and training have a ready level. In conclusion, based on these five indicators, most respondents (87,23%) at Jemursari Islamic Hospital are ready to change from non-educational hospital to educational hospital. The advice given is to improve communication related to the change into an educational hospital, so that all indicators become ready. Keywords: hospital, educational hospital, readiness to change
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Mladenova, Irena. "Relation between Organizational Capacity for Change and Readiness for Change." Administrative Sciences 12, no. 4 (October 12, 2022): 135. http://dx.doi.org/10.3390/admsci12040135.
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Readiness for change is seen as an important prerequisite increasing chances for change success. While assessing the readiness level allows for tailoring of the interventions and the change process, it requires time and planning. When organizations face increasing levels of unpredictability and need to adapt to fast environmental shifts, linear causal models to plan and implement changes become harder to follow. Emergent changes also barely accommodate planning and assessing readiness levels. Multiple and overlapping change initiatives become the norm rather than an exception, thus exert additional pressure on organizations hoping to start with assessing and developing readiness. Applying dynamic capabilities lens allows addressing such challenges through the concept of organizational capacity for change. This article reviews theoretical and empirical research advances to answer two questions. First, how do readiness and organizational capacity for change differ? A review of theoretical assumptions, dimensions and antecedents is employed to delineate the two constructs. Second, what is the relationship between the two constructs? The analysis is guided by an organizational change typology to highlight their applicability to selected types of change. The research concludes that capacity for change differs and can complement readiness in helping organizations navigate unpredictable environments.
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Alolabi, Yousef Ahmad, Kartinah Ayupp, and Muneer Al Dwaikat. "Issues and Implications of Readiness to Change." Administrative Sciences 11, no. 4 (November 23, 2021): 140. http://dx.doi.org/10.3390/admsci11040140.
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In light of readiness to change, organizational readiness has received little attention with the extensive assessment of individual readiness to change. (1) Background: Therefore, this conceptual paper aims to address the need for change at the organizational level through the lenses of Lewin theory, organizational change theory, and social exchange theory. It will identify issues and implications in readiness to change at the organizational level; (2) Methods: The primary method used in the study was mainly a literature review to add neglected factors driving change such as contextual factors and technology. (3) Results: The paper shows how various players and other determinants of successful change implementation can derail the organization’s readiness to embrace change. (4) Conclusions: The paper adds to the available knowledge on how technology is likely to affect organizational willingness to change. The study suggests various solutions that seek to address the issues on organizational readiness to change. Hence, this study may provide organizational managers with takeaway implications on change management for policymakers and practitioners to improve an organization’s preparedness towards change implementation.
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Neves, Pedro. "Readiness for Change: Contributions for Employee's Level of Individual Change and Turnover Intentions." Journal of Change Management 9, no. 2 (June 2009): 215–31. http://dx.doi.org/10.1080/14697010902879178.
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Khedhiri, Mohamed. "Readiness for Change in Public Education." Higher Education for the Future 5, no. 2 (July 2018): 178–97. http://dx.doi.org/10.1177/2347631118767293.
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A bulk of research on organizational readiness for changes has been focused on continuous empirical analysis in private business organizations. The present study digresses from the status quo by performing discrete analysis in public education. Generalized ordered logit model (GOLM) regressions were performed at individual level, to analyse a sample of 707 faculties working in a large public university who were in the process to undergo substantial change. Results showed that faculty perceives, indeed, critical issues related to demotivation, communication channel, nature of teamwork and transformational leaders (TFL). These issues let them support the need for organizational change to be successful in the near future. In addition, data analysis raised issues concerning TFL’s social interaction patterns. This and other overwhelming challenges are discussed, and some recommendations of understanding change readiness and TFL development are suggested.
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Lercel, Damon. "Gaining Perspective of an Industry’s Readiness for Regulatory Change: A Case Study From the Aviation Industry." Journal of Management and Strategy 10, no. 3 (March 27, 2019): 15. http://dx.doi.org/10.5430/jms.v10n3p15.
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A change in regulatory policy regularly affects more than one organization and may involve an entire industry comprised of thousands of diverse organizations. These types of regulatory changes often encounter significant resistance from industry stakeholders as they often view new regulation with a certain level of skepticism, contributing to policy gridlock. A significant factor in whether any change initiative fails or succeeds is the organization’s readiness for change. However, a preponderance of the organizational change research to date has focused on individuals, targeted small groups, or single organizations – little has focused on regulatory policy changes that may affect a very large and diverse industry group. By better understanding an industry’s readiness for change, regulators may more effectively identify and understand the potential opposing forces, develop strategies to overcome these forces, and therefore may create a change vector. Recently, the Federal Aviation Administration proposed a major regulatory change affecting the United States’ aviation repair station industry. This heavily debated regulation would require industry organizations to develop a formal Safety Management Systems. Thus far the regulation has met stiff industry resistance. This research attempted to gain perspective of the industry’s readiness for change and found their overall readiness level was low. Although this research was limited in scope and intended as an initial exploration of change readiness concepts across a large industry faced with a proposed major public policy shift, the results suggest readiness for change assessments may assist public agencies with managing major regulatory change.
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Randall, C. L., K. Hort, C. E. Huebner, E. Mallott, L. Mancl, P. Milgrom, L. Nelson, K. Senturia, B. J. Weiner, and J. Cunha-Cruz. "Organizational Readiness to Implement System Changes in an Alaskan Tribal Dental Care Organization." JDR Clinical & Translational Research 5, no. 2 (September 9, 2019): 156–65. http://dx.doi.org/10.1177/2380084419871904.
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Introduction: Tribal health care systems are striving to implement internal changes to improve dental care access and delivery and reduce health inequities for American Indian and Alaska Native children. Within similar systems, organizational readiness to implement change has been associated with adoption of system-level changes and affected by organizational factors, including culture, resources, and structure. Objectives: The objectives of this study were to assess organizational readiness to implement changes related to delivery of evidence-based dental care within a tribal health care organization and determine workforce- and perceived work environment–related factors associated with readiness. Methods: A 92-item questionnaire was completed online by 78 employees, including dental providers, dental assistants, and support staff (88% response rate). The questionnaire queried readiness for implementation (Organizational Readiness for Implementing Change), organizational context and resources, workforce issues, organizational functioning, and demographics. Results: Average scores for the change commitment and change efficacy domains (readiness for implementation) were 3.93 (SD = .75) and 3.85 (SD = .80), respectively, where the maximum best score was 5. Perceived quality of management, a facet of organizational functioning, was the only significant predictor of readiness to implement change (B = .727, SE = .181, P < .0002) when all other variables were accounted for. Conclusion: Results suggest that when staff members (including dentists, dental therapists, hygienists, assistants, and support staff) from a tribal health care organization perceive management to be high quality, they are more supportive of organizational changes that promote evidence-based practices. Readiness-for-change scores indicate an organization capable of institutional adoption of new policies and procedures. In this case, use of more effective management strategies may be one of the changes most critical for enhancing institutional behaviors to improve population health and reduce health inequities. Knowledge Transfer Statement: The results of this study can be used by clinicians and other leaders implementing changes within dental care organizations. To promote organizational readiness for change and, ultimately, more expedient and efficient adoption of system-level changes by stakeholders, consideration should be given to organizational functioning generally and quality of management practices specifically.
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Britel, Zineb, and Abdelghani Cherkaoui. "Measuring an Organization’s Change Readiness Regarding the Implementation of Corporate Social Responsibility." International Journal of Management and Sustainability 11, no. 1 (February 2, 2022): 1–20. http://dx.doi.org/10.18488/11.v11i1.2916.
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To successfully implement corporate social responsibility within an organization, and to enhance proactive behaviors that support change, it is essential to ensure the members’ readiness for change. However, the question that often arises is how an organization’s level of change readiness can be measured. This paper describes the development of a change readiness evaluation framework based on a maturity model perspective that combines the Analytic Hierarchy Process with the Fuzzy Comprehensive Evaluation Method; the Delphi method is also used to reach consensus among the participants. This framework takes the relative importance of change readiness factors into consideration and provides detailed evaluation results for each category of factors. The uncertainty and subjectivity that is inherent in the human factor is also considered, and the maturity model approach helps to situate the organization’s change readiness maturity level on a spectrum. The presented case study aims to assess a bank’s readiness for change regarding the implementation of corporate social responsibility. The obtained results attest to an average change readiness maturity level and have several practical implications, such as the necessity of creating a targeted improvement roadmap in response to the evaluation results. Specifically, it revealed the necessity of enhancing the company’s structural factors as well as undertaking further improvement efforts regarding change communication and change recipients’ individual’s attributes.
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Rose, Karen C., Laura N. Gitlin, and Marie P. Dennis. "Readiness to use compensatory strategies among older adults with functional difficulties." International Psychogeriatrics 22, no. 8 (July 27, 2010): 1225–39. http://dx.doi.org/10.1017/s1041610210001584.
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ABSTRACTBackground: Compensatory strategies (behavioral/environmental modifications) can reduce the difficulties of performing daily living activities, fear of falling, and mortality risk. However, individuals vary in their readiness to use strategies. We examined characteristics associated with readiness to use compensatory strategies, the extent to which level of readiness changed from participation in an intervention (Advancing Better Living for Elders (ABLE)) providing compensatory strategies, and factors predictive of change in readiness level.Methods: Data from a randomized trial were used. Participants were 148 older adults assigned to the ABLE intervention designed to enhance daily function through compensatory strategy use. Baseline measures included demographic characteristics, functional difficulty level, presence/absence of depressive symptoms, compensatory strategy use, and social support. At initial (2 weeks from baseline) and final (6 months) ABLE sessions, interventionists rated readiness (1 = precontemplation; 2 = contemplation; 3 = preparation; 4 = action/maintenance) of participants to use strategies. Ordinal logistic regression was used to identify baseline characteristics associated with initial readiness rating. A McNemar-Bowker test of symmetry was used to describe change in readiness, and binary logistic regression was used to identify baseline predictors of change in readiness (from initial to final intervention session).Results: At the initial intervention session, 70.3% (N = 104) scored in pre-action (precontemplation/contemplation, preparation), and 29.7% (N = 44) in action/maintenance. Depressive symptomatology (χ2(2) = 9.08, p = 0.011) and low compensatory strategy use (F(2, 147) = 8.44, p = 0.001) at baseline were associated with lower readiness levels at initial ABLE session. By final ABLE session, most participants demonstrated greater readiness: 72% (N = 105) in action/maintenance, 28% (N = 41) in pre-action (two participants dropped out). A significant baseline predictor of positive change in readiness (from initial to final session) was higher social support levels (b = 0.10, SE = 0.05, Wald = 4.98, p = 0.026).Conclusion: Whereas presence of depressive symptomatology and lower use of compensatory strategies at baseline were associated with lower readiness at initial intervention session, neither predicted change in readiness level. Thus, mood and prior compensatory strategy use do not effect enhancements in readiness to use strategies provided in an intervention. Baseline social support was the strongest predictor of change in readiness suggesting that interventions may need to involve older adults’ social networks to enhance acceptability of compensatory strategy use.
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Czechowska-Bieluga, Marta. "Social workers’ achievement motivation and their readiness to change." Praca Socjalna 36, no. 3 (June 30, 2021): 69–83. http://dx.doi.org/10.5604/01.3001.0015.0734.
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This article discusses the relationship between social workers’ achievement motivation and their readiness to make life changes. A preliminary definition of the analysed categories and their significance in the performance of social work provided a basis for the analysis of the results of own research. The method of diagnostic survey was used. The levels of the readiness to change in global terms and in terms of the characteristics that reflect the complexity of the phenomenon were determined using The Change-Readiness Questionnaire by R. Kriegel and D. Brandt in the Polish adaptation by Paszkowska-Rogacz. The levels of social workers’ achievement motivation were analysed using the Achievement Motivation Questionnaire by M. Widerszal-Bazyl. The results of the research presented in the article revealed the correlation between the level of the subjects’ achievement motivation and the level of readiness to change. Namely, the higher the social workers’ level of aspiration for success, the higher their openness to change. Significant correlation between the level of achievement motivation and the level of adventurousness and adaptability were also observed. Those results show that the development of achievement motivation may be beneficial for minimising resistance to change, especially in respect of confidence defined as boldness and flexibility, the latter being understood as ease of adapting to changing environmental requirements and resilience, thanks to which people are not overcome by adversities, but rather learn from their mistakes.
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Puspitasari, Indah. "Pengaruh Organizational Trust terhadap Kesiapan Individu untuk Menjalankan Perubahan Sistem Manajemen SDM di PT “X” Bandung." Humanitas (Jurnal Psikologi) 2, no. 2 (August 23, 2018): 153–64. http://dx.doi.org/10.28932/humanitas.v2i2.1571.
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The aim of this study was to analyze the roles of organizational trust on the individual readiness for HR management system change at PT "X" Bandung. High level of individual readiness for change will increase the effectiveness of organizational change program. Population of this study was employees of PT "X" Bandung. Sampling was done by using purposive sampling technique with the criteria of being a permanent employee and having worked at least 1 year at PT “X”Bandung. A total of 100 respondents participated in this study. Data collection methods using individual readiness for change scale and organizational trust scale. Reliability score for individual readiness for is 0.919 and reliability score of organizational trust is 0.844. Simple linear regression analysis was used to test the hypotesis. Result indicated a significant effect organizational trust on the individual readiness for HR management system change at PT "X" Bandung. Data analysis showed that organizational trust play a role in improving individual readiness for changes (R2 = 0.085; p <0.05). This means that contribution of individual readiness changes is 8.5% and 91.5% is influenced by other factors not measured in this study.
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Anwar, Sapna, Rusdinal Rusdinal, Jasrial Jasrial, and Hanif Alkadri. "Kesiapan Tenaga Administrasi Sekolah Menerima Perubahan Di Masa Pandemi Pada Sekolah Menengah Pertama Negeri Kota Solok." Journal of Educational Administration and Leadership 2, no. 3 (January 10, 2022): 254–59. http://dx.doi.org/10.24036/jeal.v2i3.203.
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This research is based on the results of an interview with one of the administrative staff who implement affairs in Solok. This study aims to obtain information about the readiness of school administration staff to accept changes during the pandemic seen from 1) Mental Readiness, 2) Knowledge Readiness, 3) Participation in change. This research is quantitative descriptive. The population of this study is the administrative staff implementing affairs at the State Junior High Schools in Solok City, totaling 43 people. This research is a population study. The instrument used is a differential semantic scale questionnaire. In analyzing the data there are several steps taken, namely, data verification, data tabulation, calculating the average (mean) then looking for the percentage of achievement scores and describing the data that has been processed based on predetermined criteria. The results showed that the readiness of administrative staff to accept changes during the pandemic at public junior high schools throughout Solok City was seen from the indicators (1) Mental readiness was in the ready category with an achievement level of 83.12%, (2) Knowledge readiness was in the ready category with an achievement level (81.00). %), (3) Participation in change is in the ready category with the level of achievement (81.27%). Thus, it can be concluded that the readiness of school administration staff in accepting changes during the pandemic at State Junior High Schools throughout Solok City is in the ready category with an achievement level (81.77%).
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Czechowska-Bieluga, Marta. "POLISH SOCIAL WORKERS, POSITIVE ORIENTATION AND THEIR READINESS TO CHANGE." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 3 (May 21, 2019): 159. http://dx.doi.org/10.17770/sie2019vol3.3949.
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The author has researched the relation between social workers’ positive orientation and their level of readiness to change. The study included 103 Polish social workers from social welfare centres in Lublin Province, which is classified as one of the poorest administrative regions in the EU. Random sampling of cases for the study was used. Lublin, Poland, is a city in which the prevalence of social assistance provided by social workers is on an average level compared to the entire country. The aim of the presented studies was to verify the correlation of the positive orientation of social workers employed in Lublin, Poland, with their readiness for change. The results of the research have revealed that most subjects presented a low level of all the traits which were analysed and which define the readiness to change. The study also revealed statistically significant correlation between the positive orientation and the readiness to change in general and in the following traits: confidence, drive, optimism, and resourcefulness.
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Protsyk, Liubov S., Yuliia Y. Boiko-Buzyl, Vyacheslav P. Kazmirenko, Sofiia B. Vlasenko, and Olha V. Olha V. Davydova. "Creativity, change readiness and uncertainty tolerance in law enforcement officers." Revista de la Universidad del Zulia 12, no. 35 (November 5, 2021): 106–22. http://dx.doi.org/10.46925//rdluz.35.06.
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Change readiness is an important precondition for human activity and a component of the overall professional readiness. At the same time, an important component of a police officer’s personality is his/her creativity, which allows him/her to make decisions successfully and effectively in the changing and uncertain conditions of law enforcement services. The research aimed at establishing the correlation between the resilience of law enforcement officers to perform duties in unforeseen circumstances and their ability to be creative in this activity. The paper empirically examines the level of manifestation and correlation of creativity, change readiness and uncertainty tolerance in law enforcement officers. The study involved a set of diagnostic techniques for assessing the level of creativity, change readiness and uncertainty tolerance. Quantitative and qualitative methods of data processing were used. Strong correlations between indicators of creativity, change readiness and uncertainty tolerance were found in law enforcement officers. The prospect of further research is to clarify the correlation between creative solutions to occupational situations, change readiness and resilience, as well as other personal characteristics of law enforcement officers. This will help to outline a more holistic portrait of law enforcement officers and make their training more effective.
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Howard, Kristen R. "Childhood Overweight: Parental Perceptions and Readiness for Change." Journal of Near Infrared Spectroscopy 23, no. 2 (April 2015): 73–79. http://dx.doi.org/10.1177/096703350702300201.
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Although the national health crisis of childhood obesity is a well-documented problem, few if any clinical interventions have had success in curbing its growth. In fact, childhood obesity, along with its associated morbidities, continues to climb even in the face of increased awareness. Research shows that factors contributing to obesity are almost entirely modifiable on some level. Furthermore, specific behavior changes have been shown to result in positive outcomes, yet these changes have not been widely implemented by practitioners, families, or individuals. The transtheoretical model of health behavior change offers insight into assessing individuals and targeting interventions for behavior change. This article focuses on guiding school nurses to assess parents of school-age children at risk for obesity for readiness for health behavior change, then choosing parent-focused interventions based on their stage of readiness for change.
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Howard, Kristen R. "Childhood Overweight: Parental Perceptions and Readiness for Change." Journal of School Nursing 23, no. 2 (April 2007): 73–79. http://dx.doi.org/10.1177/10598405070230020301.
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Although the national health crisis of childhood obesity is a well-documented problem, few if any clinical interventions have had success in curbing its growth. In fact, childhood obesity, along with its associated morbidities, continues to climb even in the face of increased awareness. Research shows that factors contributing to obesity are almost entirely modifiable on some level. Furthermore, specific behavior changes have been shown to result in positive outcomes, yet these changes have not been widely implemented by practitioners, families, or individuals. The transtheoretical model of health behavior change offers insight into assessing individuals and targeting interventions for behavior change. This article focuses on guiding school nurses to assess parents of school-age children at risk for obesity for readiness for health behavior change, then choosing parent-focused interventions based on their stage of readiness for change.
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Vakola, Maria. "What's in there for me? Individual readiness to change and the perceived impact of organizational change." Leadership & Organization Development Journal 35, no. 3 (April 29, 2014): 195–209. http://dx.doi.org/10.1108/lodj-05-2012-0064.
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Purpose – The readiness level may vary on the basis of what employees perceive as the balance between costs and benefits of maintaining a behavior and the costs and benefits of change. The purpose of this paper is to examine the concept of individual readiness to change and the impact of perceived impact of organizational change on its relationship with personality and context characteristics. Design/methodology/approach – In all, 183 employees of a technological company based in Greece completed a questionnaire. This company was implementing a large scale restructuring change project. Findings – The results show that perceived impact of change mediates the relationship between the pre-change conditions and work attitudes and individual readiness to change. Practical implications – Employees who are confident about their abilities they experience high levels of readiness to change and therefore managers may want to examine this variable when selecting people for jobs entailing change. Creating a climate of trust and enhance positive communication also have an influence on individual readiness to change. Satisfied employees are more ready to change because they weigh the positive consequences of changing as significant and therefore decide to embrace change. Originality/value – This research addressed the need for a more person-oriented approach in the study of change, exploring the concept of individual readiness to change and the perceived benefit of this change.
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Olamilekan, Francis, and Ayomide Salam. "Relationship Between Change Readiness and organizational Performance of Selected organization in Nigeria." African Economic and Management Review 2, no. 1 (February 21, 2022): 31–39. http://dx.doi.org/10.53790/aemr.v2i1.30.
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The study investigated the relationship between change readiness and organizational performance in Nigeria. A descriptive survey using a multi-stage sampling techniques was used to collect a sample of 150 respondents that represent the sample. To achieve the objectives of the study, change readiness was captured by five measures namely managerial style, work environment, employee welfare, technological innovation, and employee involvement in change process. On the other hand, organizational performance was captured by five measures namely profit maximization, wealth maximization, customer expansion, solvency, and corporate social responsibility. The finding revealed a significant relationship between organizational effectiveness (managerial style; work environment; employee motivation; technological innovation and employee involvement in change process. The study submitted that readiness of change is instrumental to promoting the effectiveness of organizational performance.
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Taylor, Elliott, Alexis Steen, Mark Meza, Benjamin Couzigou, Marc Hodges, Dario Miranda, Jeff Ramos, and Miguel Moyano. "IOSC WORKSHOP REPORT: A PROPOSED INTERNATIONAL GUIDE FOR OIL SPILL RESPONSE PLANNING AND READINESS ASSESSMENT." International Oil Spill Conference Proceedings 2008, no. 1 (May 1, 2008): 1–18. http://dx.doi.org/10.7901/2169-3358-2008-1-1.
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ABSTRACT This paper presents a proposed Oil Spill Response (OSR) Readiness assessment tool for international application that is designed to support spill response planning and readiness assessments by industry and government. This paper summarizes the content of a larger report developed by an IOSC Workshop Subcommittee and refined during an IOSC Special Workshop: Assessment of Oil Spill Response Capabilities held on 3 December 2007 in Gamboa, Panama. Each nation and industry sector has different interests and areas of knowledge with respect to spill response priorities and capabilities. As personnel change jobs, their knowledge departs with them. Consequently, expectations for response capability and the manner by which it should be attained can vary. Requirements for levels of response competency may change over time, may not be balanced by the risk of spills, and may not support long-term readiness to meet actual spill risks. There have been few attempts in the spill response community to prepare generic checklists or comprehensive guides for the assessment of response capability. Most guidance is focused on the content of OSR contingency plans. The current IOSC effort aims to be as comprehensive and as detailed as possible encompassing an entire OSR system or program. The IOSC Workshop Subcommittee prepared a broad suite of planning and readiness assessment elements to encourage improved response capacity by aiding development and maintenance of response management systems from a site level to a multi-national level and to reach beyond OSR contingency planning. This approach turns the document into a powerful management tool for evaluating oil spill response capacity at different planning levels, from local, to regional, national and multi-national. Government and industry representatives from Latin America and the Wider Caribbean Region met in Panama on 3 December 2007 to review and discuss the preliminary IOSC Guidelines. This paper and its companion report are intended to advance best international practice for OSR planning and readiness assessment. It is hoped that this IOSC Guide can be maintained as an evergreen tool by consistent use and feedback from within the spill response community.
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Semikin, V. V., A. I. Anisimov, and K. М. Krupina. "Personality Self-Change Potential in the Context of Professional Identity of High School Students." Bulletin of Irkutsk State University. Series Psychology 38 (2021): 65–82. http://dx.doi.org/10.26516/2304-1226.2021.38.65.
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Career guidance counseling requires psychological assessment of psychological readiness for professional identity to be optimized. “Self-Change Potential” questionnaire testing on a sample of high school students has shown that it has reliable psychometric characteristics. It has been empirically proved that senior high students with high self-change potential reveal a more pronounced psychological readiness for professional identity. The study showed certain differences among the groups of senior high students with different level of self-change potential on the following indicators: a level of subjective control and awareness of professions available. The questionnaire can be helpful in integral assessment of the level of students’ readiness for professional identity.
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Benzer, Justin K., Martin P. Charns, Sami Hamdan, and Melissa Afable. "The role of organizational structure in readiness for change: A conceptual integration." Health Services Management Research 30, no. 1 (December 14, 2016): 34–46. http://dx.doi.org/10.1177/0951484816682396.
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The purpose of this review is to extend extant conceptualizations of readiness for change as an individual-level phenomenon. This review-of-reviews focuses on existing conceptual frameworks from the dissemination, implementation, quality improvement, and organizational transformation literatures in order to integrate theoretical rationales for how organization structure, a key dimension of the organizational context, may impact readiness for change. We propose that the organization structure dimensions of differentiation and integration impact readiness for change at the individual level of analysis by influencing four key concepts of relevance, legitimacy, perceived need for change, and resource allocation. We identify future research directions that focus on these four key concepts.
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M, Chintya Shafira, Ita Nurmanti Manurung, Raisa F. Aini, and Wytla N. R. Atmaja. "Are the Competency-Based Risk Management Certificate Holders Ready for Change? A Descriptive Study of Readiness for Change." RSF Conference Series: Business, Management and Social Sciences 1, no. 5 (November 26, 2021): 66–73. http://dx.doi.org/10.31098/bmss.v1i5.453.
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Organizations need to make effective changes to address VUCA conditions to survive and be sustainable. The readiness of members of the organization to make changes plays an essential role in ensuring the effectiveness of organizational's change. As a member of an organization, the risk management certificate holder is expected to be capable of ability and psychologically ready for organizational changes in implementing risk management. This study aims to provide empirical evidence regarding the readiness of competency-based risk management certificate holders to make changes, especially to implement more mature risk management in organizations. This study used a quantitative descriptive approach with a survey method. The survey was conducted online using a self-administered questionnaire modified and adapted from the Organizational Readiness for Implementing Change measurement tool. The sample in this study focused on individuals who have a general competency-based risk management certificate—the sampling technique conducted by convenience sampling technique.
Regarding data analysis, the researcher used descriptive statistical analysis. This study indicates that 54.5% of competency-based risk management certificate holders have a high level of readiness compared to individuals in their group. It shows that risk management certificate holders have high readiness to make changes to implement risk management in their organization. The findings of the two dimensions also form the variable, namely, change commitment and change efficacy. The results show that the competency-based risk management certificate holders' change commitment impacts their readiness to make changes than their change efficacy. It indicates that the certificate holders have a higher share resolved to pursue the action than their shared belief in the collective capabilities to organize and execute the change in the organizations. From the findings of this study, organizations can develop strategies to further increase the confidence of their shared capabilities in organizations, especially for individual risk management certificate holders, so that the effectiveness of changes made by the organization in implementing risk management will be higher.
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Uvarova, I. A. "FEATURES OF VALUE-MOTIVATIONAL AND COGNITIVE COMPONENTS OF READINESS-FOR-CHANGE COMPETENCE IN MANAGERS." Bulletin of Krasnoyarsk State Pedagogical University named after V.P. Astafiev 62, no. 4 (December 30, 2022): 169–82. http://dx.doi.org/10.25146/1995-0861-2022-62-4-377.
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Statement of the problem. In the context of global threats and uncertainty, readiness for change becomes not only an important personal characteristic and competence of a manager, but also a key factor in the successful implementation of organizational changes and in the competitiveness of an enterprise [Naumtseva, 2016, Lukhmanova, 2019]. The accomplished nature of all components of this competence: value-motivational, cognitive, emotional-volitional, behavioral and reflexive – is a necessary resource for the introduction of reforms and innovations, or for the successful adaptation of an enterprise in a constantly changing socio-economic context. In this regard, the set of important competence characteristics of a modern manager includes the ability and readiness to use innovative approaches and technologies, both in organizing their own individual style of activity and in optimizing all areas of the enterprise’s activity [Kirillov, 2015]. Such abilities as part of managerial competence are formed due to the cognitive and motivational-semantic aspect within the framework of the newly formed structure, readiness for change. Therefore, it is important to consider the essence of these components and rationalize their impact on the effectiveness of changes, both intrapersonal and organizational. The purpose of the article is to specify the behavioral indicators of the formation of the value-motivational and cognitive aspects of readiness for change and to discuss the features of the value-motivational and cognitive components of the readiness-for-change competence among managers. The theoretical and methodological basis of the study is the general psychological theory of set (D.N. Uznadze), subject-activity approach (S.L. Rubinshtein, B.G. Ananiev, V.A. Krutetsky, K.K. Platonov, etc.), competence-based approach (Yu.G. Tatur, I.A. Zimnyaya, A.V. Khutorskoy, etc.), integrative approach (M.I. Faerman), competence-based approach in managing innovative changes (T.A. Terekhova), innovative approach (L.A. Zhuravlev), psychological readiness for innovation (S.R. Yagolkovsky, O.V. Sovetova, M.I. Kiloshenko, E.V. Ivanova, V.E. Klochko, O.M. Krasnoryadtseva), and works devoted to psychological problems and mechanisms of formation of readiness for activity (M.I. Dyachenko, L.A. Kandybovich, R.D. Sanzhaeva, O.V. Makhova). The study involved 150 employees of a group of companies in the IT/Telecom sphere in Krasnoyarsk. The California Personality Inventory (CPI) and the Schwartz personal values questionnaire were used for assessment. Statistical data processing included a comparison of samples and an analysis of the interdependence of characteristics. Research results. The main results of the study are the obtained characteristics of the formation of the value-motivational and cognitive components of the readiness-for-change competence in the following categories: top management, middle management, and specialists. It is noted that in order to develop the readiness-for-change competence, managers need to work with such values as stimulation and independence, which activate the internal motivation of creativity and the desire for novelty both at the personal level and at the level of the corporate environment. The cognitive component is quite well developed in specialists, middle-level managers, and top managers. This indicates, on the one hand, that talent acquisition is performed in accordance with the established requirements for the position, and on the other hand, that the professional competences are developed in the process of performing work tasks. However, for middle-level managers and top managers, the flexibility scale (Fx) requires development, while this is not necessary for specialists as part of their regulated activities. Conclusion. One of the psychological and pedagogical prerequisites for the development of the readiness-for-change competence in managers is the development and implementation of a corporate training program that would stimulate development of the individual components of the readiness-for-change competence and the competence as a whole.
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Bakumenko, L. P. "Statistical study of the level of world digitalization." Vestnik NSUEM, no. 4 (January 19, 2023): 61–75. http://dx.doi.org/10.34020/2073-6495-2022-4-061-075.
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The modern study of digitalization is based on the differentiation of indicators and types of activities into separate subgroups, one way or another characterizing the level of the digital economy, within a limited (subjective) expert opinion. This study was based on the Network Readiness Index (NRI), as one of the indicators created to assess the level of development of information and communication technologies (ICT) and the network economy (based on Internet technologies) in different countries of the world. The article presents the results of a statistical study of the society’s network readiness index using factor analysis methods to qualitatively change the dimension of a large data array. The classification of the countries of the world according to significant integral indicators of the network readiness index by cluster analysis methods is carried out, conclusions are drawn on the formation of the components of the network readiness index in various typological groups. On the basis of the developed classification, mathematical models were built for each independent group of countries to establish the relationship of the effective attribute from the explanatory integral components – f1 – sufficiency of network space conditions and f2 – technological activity. The resulting factors were GDP, million US dollars (GDP) and the human development index, HDI (HDI) as indicators illustrating the dynamics of changes in the economy and the conditions for the development of society, which should be directly affected by digitalization processes.
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Slepecky, M., V. Stanislav, A. Kotianova, M. Kotian, J. Ryniak, B. Betkovka Korpala, M. Zatkova, M. Popelkova, J. Prasko, and K. Latalova. "Readiness to change, insight and motivation in hospitalized alcohol-dependent patients in three countries." European Psychiatry 41, S1 (April 2017): s878—s879. http://dx.doi.org/10.1016/j.eurpsy.2017.01.1773.
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IntroductionAlcohol dependence is a serious problem in Central Europe and the treatment effect depends on level of patient's motivation. The theory of change assumes that therapeutic approaches should be adapted to the motivation stage.ObjectivesTo examine the state of readiness to change at the beginning and the end of inpatient 6-week and 12-week therapeutic program in Slovakia, Poland, and Czechia.AimTo compare readiness to change with insight and motivation. To find out, whether patients change during the therapeutic program and how this change leads to advances in treatment.MethodsA total of 380 inpatients were examined using Alcohol Use Disorders Identification Test (AUDIT), the Stages of Change Readiness and Treatment Eagerness Scale (SOCRATES), Readiness to Change Questionnaire (RCQ), and Demographic Questionnaire.ResultsMeasured by AUDIT, single patients declared higher severity of alcohol dependence than married or divorced patients. A majority of patients were at the stage of action (68.5%) or preparation (26.3%) according to RCQ at the beginning of the treatment. Readiness to change was higher at the end of both programs in terms of taking steps in married patients and in terms of Decreasing of Ambivalence in single patients. The results of the 6-week program appear to be slightly better than 12-week treatment.ConclusionsThe intention and motivation to treatment changed during therapy. Marital status may increase the active component for readiness to change, while passive component (decreasing the ambivalence) is observed in single patients. Duration of the program does not seem to be crucial for readiness to change.Disclosure of interestThe authors have not supplied their declaration of competing interest.
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Gunawan, Michael, Retno Wijayanti, Febri Nila Chrisanty, Budi W. Soetjipto, Ani Wahyu Rachmawati, and Santi Rahmawati. "Transformational entrepreneurship and its effect on readiness for change, psychological capital, and employee performance: evidence from an Indonesian bank." F1000Research 10 (September 3, 2021): 887. http://dx.doi.org/10.12688/f1000research.52480.1.
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Continuing failures of financial capitalism across borders have led corporation to develop a more balanced economic growth model of transformational entrepreneurship that emphasises both short-term economic and longer-term social impacts. The model encourages entrepreneurial activities that bring major changes in the related markets and industries, as well as changes in society and culture. At the corporate level, transformational entrepreneurship prepares employees for any potential changes induced by a dynamic environment; it also improves the psychological capital of individual employees, and effective transformational entrepreneurship can eventually accelerate performance. The purpose of this study is to investigate (1) the direct and indirect effects of transformational entrepreneurship on readiness for change, psychological capital and employee performance, and (2) how the effects to readiness for change and psychological capital influence employee performance. The study data were collected using questionnaires completed by employees in 257 branches of a state-owned bank with locations throughout Indonesia. The data were analysed using the structural equation model. The results show that transformational entrepreneurship significantly and positively influences readiness for change, psychological capital, and employee performance and that readiness for change and psychological capital significantly and positively influences employee performance. Additionally, the effect of transformational entrepreneurship on employee performance is more significant if it is related to psychological capital than to readiness for change or to aspects of employee performance unrelated to transformational entrepreneurship. These findings enrich our understanding of transformational entrepreneurship and its value related to the direct and indirect effects on variables such as readiness for change, psychological capital and employee performance.
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Kehl, M., N. Brew-Sam, H. Strobl, S. Tittlbach, and J. Loss. "Evaluation of community readiness for change prior to a participatory physical activity intervention in Germany." Health Promotion International 36, Supplement_2 (December 1, 2021): ii40—ii52. http://dx.doi.org/10.1093/heapro/daab161.
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Summary A lack of communities’ readiness for change is reported as a major barrier toward an effective implementation of health promoting interventions in community settings. Adding an alternative readiness assessment approach to existing research practice, this study aimed to investigate how a selected community could be evaluated in-depth regarding its readiness for change based on multiple key informant perspectives, with the intention of using this knowledge for the preparation of improved local physical activity (PA) interventions for men above 50 years of age. We conducted semi-structured face-to-face key informant interviews with stakeholders and relevant persons from a local German community (N = 15). The interview guide was based on a comprehensive summary of community readiness dimensions. After verbatim transcription, we conducted thematic analysis to synthesize the complex results regarding community readiness related to PA. The data supported that the community disposed of a variety of resources regarding PA and showed signs of readiness for change. However, a certain degree of saturation regarding PA programs existed. The need for health enhancing PA interventions for men was only partly recognized. The local authority considered PA to be particularly important in the context of mobility and traffic safety. Including multiple stakeholders contributed to a balanced and in-depth assessment of community readiness and was helpful for determining starting points for tailored PA interventions due to the detection of complex relationships and structures. The study delivers preliminary evidence that a qualitative multi-perspective community readiness assessment adds value to quantified single-perspective readiness assessment research practice.
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Hartmann, Christine W., Emma Quach, Shibei Zhao, Valerie Clark, Sarah McDannold, Pengsheng Ni, and Lewis Kazis. "ORGANIZATIONAL READINESS TO CHANGE AND NURSING HOME SAFETY: RESULTS FROM A NATIONAL SURVEY." Innovation in Aging 3, Supplement_1 (November 2019): S767—S768. http://dx.doi.org/10.1093/geroni/igz038.2821.
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Abstract In nursing homes, safety climate (employee attitudes and beliefs about safety) is a key contributing factor to safety and a potential leverage point for improvement. Yet relatively little is known about how contextual factors such as organizational readiness to change affect safety climate. We sampled employees from 56 Department of Veterans Affairs (VA) Community Living Centers (CLCs—nursing homes) and conducted an anonymous, cross-sectional web-based survey using the previously validated CLC Employee Survey of Attitudes about Resident Safety (CESARS) and the Organizational Readiness to Change Assessment instrument. From hierarchical mixed random effects regression models, we calculated intraclass correlation coefficients (ICC) as the proportion of CLC-level variance over the sum of CLC-level plus residual variance. Each of the CESARS’ 7 safety climate domains was a dependent variable in separate models; employee- and CLC-level factors were independent variables. The survey had a 26% response rate; 1,397 respondents. Mean ORCA scores (1-5 scale, higher better) was 3.3. We began with models containing only employee-level variables. ICC values ranged from 2.34% to 9.85%, suggesting substantial variation in CESARS outcomes. As we dropped insignificant variables and added CLC-level variables to the models, the ICC decreased over 2% in six models, suggesting organizational-level variables accounted for substantial variability. The only independent variable with a significant effect in all 7 models was organizational-level: organizational readiness to change. Unlike many other organizational-level variables, organizational readiness to change is potentially amenable to low-cost interventions such as communication and teamwork interventions, providing viable opportunities to efficiently improve nursing home care.
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Uvarova, I. A., and M. V. Safonova. "CHARACTERISTICS OF FORMATION OF READINESS FOR CHANGE COMPETENCE AMONG MANAGERS." Bulletin of Krasnoyarsk State Pedagogical University named after V.P. Astafiev 60, no. 2 (June 30, 2022): 151–65. http://dx.doi.org/10.25146/1995-0861-2022-60-2-340.
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Statement of the problem. The article establishes the relevance of the development of the readiness for change competence, discusses the behavioral and reflexive components of the competence, and gives recommendations for the development of the competence and its individual components in general. The purpose of the article is to discuss the characteristics of the behavioral and reflexive components of the readiness for change competence among managers. The theoretical and methodological basis of the study is the general theory of guideposts (D.N. Uznadze), the subject-activity approach (S.L. Rubinstein, B.G. Ananyev, V.A. Krutetsky, K.K. Platonov et al.), competence approach (Yu.G. Tatur, I.A. Zimnyaya, A.V. Khutorskoy et al.), integrative approach (M.I. Fayerman), competence approach in innovative changes management (T.A. Terekhova), innovative approach (L.A. Zhuravlev), psychological readiness for innovation (S.R. Yagolkovsky, O.V. Sovetova, M.I. Kiloshenko, E.V. Ivanova, V.E. Klochko, O.M. Krasnoryardtseva), and works devoted to psychological problems and mechanisms of formation of readiness for activity (M.I. Dyachenko, L.A. Kandybovich, R.D. Sanzhaeva, O.V. Makhova). One hundred and fifty employees of a group of companies in the sphere of IT/Telecom from Krasnoyarsk took part in the study. The following materials were used for diagnosis: the Californian Personality Inventory (CPI), T.V. Kornilova’s Questionnaire of Tolerance for Uncertainty, and A.V. Karpov’s Reflexivity Questionnaire. Statistical data processing included comparison of samples and analysis of the interdependence of characteristics. Research results. The characteristics of the formation of the readiness for change competence were identified in the following categories: senior-level management, mid-level management, and specialists. It was discovered that senior- and mid-level managers have an average value of reflexivity and high tolerance to uncertainty.The average level of reflexivity indicates the ability to plan and analyze one’s actions, to realize one’s attitude to the current situation, and to analyze the actions of other people; at the same time, reflexive processes can be irregular, and reflexive analysis can be carried out superficially. For the development of the reflexive component, it is necessary to pay attention to the development of skills for regular planning of current activities and plan implementation analysis, and to carry out corrective measures taking into account the changes taking place. Conclusion. The conclusion was made about the formation of the readiness for change competence in different categories of employees and the need to build a corporate training program that promotes the development of the competence.
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Pedersen, Pia V., Mette Kjøller, Ola Ekholm, Morten Grønbæk, and Tine Curtis. "Readiness to change level of physical activity in leisure time among physically inactive Danish adults." Scandinavian Journal of Public Health 37, no. 8 (September 2, 2009): 785–92. http://dx.doi.org/10.1177/1403494809344443.
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Aims: The study examined readiness to change the level of physical activity in leisure time among physically inactive adults, the sociodemographic, lifestyle-related and social factors associated with readiness to change, and finally the various kinds of help to become more physically active required by people who are ready to change and by those not ready to change. Materials and methods: Data were derived from the national representative Danish Health Interview Survey 2005 and included 9,160 physically inactive persons between 16 and 79 years of age. Data were analysed using multiple logistic regression and multiple correspondence analysis. Results: In all, 52 % of the physically inactive respondents stated they were ready to change their level of physical activity. Men had higher odds of being ready to change than women. Readiness to change decreased with age and increased with increasing levels of education. Those ready to change led an active and social lifestyle characterized by considerable health-oriented engagement, while the opposite characterised those not ready to change. Those ready to change wanted help to become more physically active in the form of e.g. opportunities for physical activity at work or help and support from the family. Those not ready to change wanted help from a general practitioner or did not want help at all. Conclusions: Those ready to change and those not ready to change were characterized by very different sociodemographic, lifestyle-related and social factors. This knowledge will benefit prevention initiatives and elucidates the necessity of targeting the initiatives.
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Michael Hughes, James, Robert A. Henning, and Michelle M. Robertson. "Organizational Sensemaking Systems as a Determinant of Successful Organizational Change: A Grounded Theory Approach." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 66, no. 1 (September 2022): 90–94. http://dx.doi.org/10.1177/1071181322661249.
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Organizational Sensemaking has been in the literature for nearly three decades – however, classical theories of organizational sensemaking have studied it as an individual or team-level phenomenon rather than at an organizational level. As a result, the multi-level implications of organizational sensemaking and its relationship to organizational change have yet to receive significant empirical attention. A greater understanding of organizational sensemaking may yield insights on how the effectiveness of organizational change interventions can be improved. A grounded theory approach is being used to examine the introduction of a training program for corrections staff in support of participatory ergonomics to improve worker health and wellbeing. Early findings are being used to construct a theoretical framework to guide the design of organizational sensemaking systems (OSS). The potential for OSS to promote organizational situational awareness, shared mental models, and organizational readiness for change is discussed along with design implications and directions for future research.
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Paul, Sara, and Nancee V. Sneed. "Strategies for Behavior Change in Patients With Heart Failure." American Journal of Critical Care 13, no. 4 (July 1, 2004): 305–13. http://dx.doi.org/10.4037/ajcc2004.13.4.305.
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Appropriate management of chronic heart failure and its signs and symptoms requires a considerable amount of participation by patients. Behavioral changes that prevent or minimize signs and symptoms and disease progression are just as important as the medications prescribed to treat the heart failure. The most difficult lifestyle changes include smoking cessation, weight loss, and restriction of dietary sodium. The Transtheoretical Model is a framework for assessing and addressing the concept of readiness for behavior change, which occurs in a 6-step process. The model consists of 3 dimensions: the stages of change, the processes of change on which interventions are based, and the action criteria for actual behavior. The stages of change are discussed, and interventions are presented to assist patients with heart failure in progressing through those stages toward maintenance of changed lifestyle behaviors. Methods for measuring the level of readiness for change of patients with heart failure are also presented, because correct staging is required before appropriate interventions matched to a patient’s stage can be delivered.
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Dwi Wulandari, Ratna, Stefanus Supriyanto, Mochammad Bagus Qomaruddin, Nyoman Anita Damayanti, and Agung Dwi Laksono. "Role of leaders in building organizational readiness to change – case study at public health centers in Indonesia." Problems and Perspectives in Management 18, no. 3 (July 16, 2020): 1–10. http://dx.doi.org/10.21511/ppm.18(3).2020.01.
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Leaders play a strategic role in the process of organizational change. Various studies were conducted to show the role of leaders in succeeding change. One famous concept of leaders’ role was the Mintzberg managerial role, which divides the role of the leader into three main roles: interpersonal, informational, and decisional. This research was conducted to explore the leaders’ role in creating organizational readiness to change. The study was conducted at 40 government-owned public health centers in Indonesia, involving 190 midwives as respondents. The study results show that all three leader’s roles were well implemented by the head of the public health center with the best score in the informational role. However, organizational readiness to change at public health centers is not on the same level. The linear regression test indicates that the decisional role has the largest contribution in building the organizational readiness to change. The successfully implemented role of entrepreneurs, disturbance handlers, resource allocators, and negotiators was the key to the successful implementation of changes. Therefore, the advice given was the need for leaders to improve their decision abilities so that the organizational readiness to change becomes better. Acknowledgment The researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research.
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Cojocaru, Natalia. "The psychological assessment of organizational capacity for change." Univers Pedagogic, no. 4(76) (December 2022): 56–61. http://dx.doi.org/10.52387/1811-5470.2022.4.10.
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Based on the premise that the analysis of the ability to change is an essential starting point in the initiation of an organizational change process, in this article we will examine the specifics of the psychological assessment of the degree of readiness for change (both at the organizational and individual level), in the context of changes from educational institutions.
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Epule, Terence Epule, Abdelghani Chehbouni, Driss Dhiba, and Mirielle Wase Moto. "The Readiness Index for Climate Change Adaptation in Africa: The Role of Climate and Adaptive Capacity Proxies." Applied Sciences 11, no. 20 (October 11, 2021): 9413. http://dx.doi.org/10.3390/app11209413.
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As global changes continue, the repercussions in Africa remain profound. This is reflected notably in food and water crises across Africa. This work examines the readiness of Africa to climate change adaptation through a newly developed readiness index (ClimAdaptCap Index). In fact, this work shifts the readiness debate from emotional descriptions that currently flood academic scholarship to a more pragmatic evidence-based approach in assessing readiness. Readiness for climate change adaptation is driven by the intensity of climate forcing and adaptive capacity. The historical climate score data or precipitation and temperature for the period 1991–2016 were culled from the World Bank Climate Portal. The historical adaptive capacity score data included proxies such as poverty and literacy rates from 1991 to 2016 were collected from the World Bank and Macrotrends. The climate data were normalized using the normalization function to enhance interpretation, comparison, and fusion into the index. Missing poverty and literacy rate data were estimated by linear interpolation of the poverty and literacy rate data. The ClimAdaptCap Index was developed to compute readiness. This index is the first of its kind and will serve as a flagship for assessing readiness for climate change adaptation as it is highly adaptable to different contexts. This work’s first-ever maps of readiness show that North and Southern Africa are the readiest for climate change adaptation under historical climate and literacy and poverty conditions. West Africa is the least ready while Middle and East Africa are in the middle. Consistent is that readiness has a positive correlation with literacy rates and an inverse one with poverty rates. In addition, with readiness scores of between 0.35 and 0.39 for all the regions with a maximum potential score of 1, this work has shown that the level of readiness in Africa is generally low, and there is a very small variation between the different regions. In addition, climate change adaptation will highly be influenced by both climatic and non-climatic indicators. The developed readiness index adequately simulates readiness to climate change adaptation in Africa and complements previous frameworks of adaptation preparedness.
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Prastiti, Zaretta Dias. "The Relationship Between Organizational Commitment and Readiness to Change for Employee of PT X." Jurnal Organisasi dan Manajemen 17, no. 1 (June 2, 2021): 78–88. http://dx.doi.org/10.33830/jom.v17i1.1003.2021.
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The purpose of this study is to determine the relationship of organizational commitment and readiness to change. This study is a quantitative research with an explanatory method. The subject for this research conducted to 75 employee of PT X Jatimbalinusra. Data collection using Organizational Commitment Scale developed by Allen and Mayer (1991) and READ 3 Readiness for Change Scale belongs to Hanpacern (1997). Data analysis using IBM SPSS Statistic 22. From the result of this study showed the correlation between the value of organizational commitment and readiness for change is 0,000 which is worth less than the significance level of 0,05. The strenght of the correlation between two variables is strong with a value of 0,856. This indicate that there is a significant correlation between organizational commitment and readiness to change.
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Prasetyo, Anggun Resdasari, Harlina Nurtjahjanti, and Lusi Nur Ardhiani. "Impact of Changes in Teaching Methods During the COVID-19 Pandemic: The Effect of Integrative E-Learning on Readiness for Change and Interest in Learning Among Indonesian University Students." International Review of Research in Open and Distributed Learning 22, no. 2 (January 26, 2021): 87–101. http://dx.doi.org/10.19173/irrodl.v22i2.5143.
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The COVID-19 pandemic has forced universities to conduct online learning, requiring lecturers to create innovative e-learning methods and students to be ready to adapt and show high interest in learning. This study aimed to examine the effect of an integrative e-learning method on students’ readiness and interest in learning at Universitas Diponegoro, Indonesia. This research was experimental, designed with one group pretest and posttest, and no control group. As many as 190 students participated, selected using clustered random sampling. Two measurement scales were used: the readiness for change scale and the interest in learning scale. The statistical analysis technique used was a paired sample t-test. The results of paired sample t-test analysis on readiness for change (p = 0.000; p < 0.05) and interest in learning (p = 0.000; p < 0.05) showed significant differences between the pretest and posttest data. The findings indicated that students who participate in integrative e-learning show significant change in the level of readiness and interest in learning.
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Sine, Junaity Soften, Jeni Isak Lele, and Novreadi Ari Mangngi. "Analisis Tingkat Kesiapan Organisasi untuk Berubah (Transformasi Menuju IAKN Kupang)." BIA': Jurnal Teologi dan Pendidikan Kristen Kontekstual 3, no. 1 (June 27, 2020): 61–75. http://dx.doi.org/10.34307/b.v3i1.137.
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Higher Education Transformation has become a trend among colleges under the Ministry of Religious Affairs. The organizational readiness for change in status and function is not merely about an individual readiness, but the readiness of all of the organization. This research aimed at finding how high the readiness level in the transformation of STAKN Kupang to IAKN Kupang was. A quantitative approach was used by using a survey method. The questionnaire used was the Organizational Readiness for Implementing Change (ORIC) by Weiner which measures two dimensions of readiness named change efficacy and change commitment to face an organizational change. A sample of 50 people was taken out of the population of 200. The result of One Sample T-test shows tcount= 5,738, which compared to the value of ttable=0,67964. Since the t-count > t-table, H0 is accepted which means the readiness level in the institution transformation becoming IAKN Kupang is greater than or equals to 75% as expected (H0:m ≥ 75 %). Even though, STAKN Kupang is categorized into a high readiness level group, there are five factors to be considered in the future for the sake of its continuity and sustainability: organizational climate and culture, interpersonal relationship, leadership, past habit and mindset, and techonolgy implementation. AbstrakTransformasi pendidikan tinggi di Indonesia telah menjadi tren di lingkup per-guruan tinggi di bawah Kementerian Agama. Kesiapan organisasi untuk beralih status dan fungsi tidak semata-mata berbicara mengenai kesiapan individu dalam organisasi melainkan kesiapan organisasi secara menyeluruh. Penelitian ini bertujuan untuk menemukan seberapa tinggi tingkat kesiapan dalam transformasi pendidikan tinggi dari STAKN Kupang menjadi IAKN Kupang. Pendekatan penelitian kuantitatif dengan metode survey digunakan dalam penelitian ini. Kuesioner yang digunakan adalah kuesioner Organizational Readiness for Implementing Change (ORIC) oleh Weiner yang mengukur dua dimensi kesiapan yakni keyakinan dan komitmen untuk berubah. Sampel penelitian yang digunakan adalah 50 orang dari total populasi 200 orang. Dari hasil uji One Sample t-test ditemukan harga t= 5,738, harga t tersebut selanjutnya dibandingkan dengan har-ga t-tabel =0,67964. Karena t-hitung lebih besar dari t-table atau jatuh pada penerimaan H0 (5,734>0,67964) maka H0 diterima sebagaimana dikatakan bahwa tingkat kesiapan transformasi Pendidikan Tinggi menuju IAKN Kupang adalah lebih besar atau sama dengan 75 % dari yang diharapkan (H0:m ≥ 75 %). Meskipun STAKN Kupang masuk dalam kategori siap bahkan sangat siap, namun terdapat lima faktor yang perlu diperhatikan untuk menjamin keberhasilan dan keberlangsungan transformasi di masa yang akan datang: iklim dan budaya organisasi, dinamika hubungan interpersonal dalam organisasi, kepemimpinan, kebiasaan dan pola pikir lama, dan penguasaan teknologi. Kata kunci: kesiapan; organizational readiness for implementing change; transformasi
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McPherson, April L., Julian A. Feller, Timothy E. Hewett, and Kate E. Webster. "Smaller Change in Psychological Readiness to Return to Sport Is Associated With Second Anterior Cruciate Ligament Injury Among Younger Patients." American Journal of Sports Medicine 47, no. 5 (February 20, 2019): 1209–15. http://dx.doi.org/10.1177/0363546519825499.
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Background: Lower psychological readiness to return to sport has been reported for younger patients (≤20 years) who go on to a second anterior cruciate ligament (ACL) injury. However, changes in psychological readiness and specific psychological responses associated with second injury have not been identified. Purpose/Hypothesis: To identify changes in psychological readiness over time associated with a second ACL injury. It was hypothesized that younger patients who suffered a second injury would have smaller changes in psychological readiness to return to sport when compared with those who did not have a second injury. Study Design: Case-control study; Level of evidence, 2. Methods: Patients ≤20 years old at the time of surgery who had a primary ACL reconstruction procedure between June 2014 and June 2016 were recruited for this study. The short version of the Anterior Cruciate Ligament Return to Sport After Injury (ACL-RSI) scale was completed by patients before their ACL reconstruction and repeated at 12 months after surgery to assess psychological readiness to return to sport. The primary outcome of interest was the relationship between the change in psychological readiness and second ACL injuries. Results: Among 115 young patients who returned to sport after ACL reconstruction, 21 (18%) experienced a second ACL injury. Injured patients did not show improvement in their ACL-RSI score between the preoperative assessment and 12-month time point (58.5 vs 60.8 points, P = .60) and had a significantly smaller change when compared with noninjured patients (9.2 vs 24.9 points, P = .01). When compared with the noninjured group, the injured group reported they were more nervous about playing sport, less confident in playing sport without concern for the knee, more frustrated with having to consider the knee with respect to sport, and more fearful of reinjuring the knee by playing sport ( P≤ .05). Conclusion: Injured patients exhibited less improvement in psychological readiness at a group level and reported different psychological characteristics with regard to return to sport at 12 months after ACL reconstruction as monitored by the ACL-RSI scale.
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Munawaroh, Munawaroh, and Rachma Fitriati. "Psychological Empowerment Mediates the Effect of Workplace Wellbeing on Readiness to Change." Jurnal Pendidikan Ekonomi Dan Bisnis (JPEB) 10, no. 1 (March 15, 2022): 70–77. http://dx.doi.org/10.21009/jpeb.010.1.6.
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This study aims to see the readiness of individuals in dealing with changes that occur in the environment, especially in the workplace. In this study, data was obtained by distributing questionnaires to 200 respondents who were selected using a simple random sampling technique. The research data that has been collected is then analyzed descriptively and quantitatively. The data analysis technique was carried out in three stages, namely the inner model, outer model, and hypothesis testing. Using Structural Equation Modeling Partial Least Square (SEM-PLS), the findings of this study indicate that exogenous variables (workplace welfare and psychological empowerment) have a positive and significant effect on endogenous variables (individual readiness to change) in educators at the Universitas Negeri Jakarta Diploma level. The results also prove that psychological empowerment can be a mediator between the effect of workplace well-being on individual readiness to change in a positive and significant way.
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Imran, Muhammad Kashif, Ahmad Raza Bilal, Usman Aslam, and Ubaid-Ur Rahman. "Knowledge management strategy: an organizational change prospective." Journal of Enterprise Information Management 30, no. 2 (March 6, 2017): 335–51. http://dx.doi.org/10.1108/jeim-10-2015-0095.
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Purpose The most critical phase of a change process is change implementation and it is evident that the masterfully originated change process fails due to its poor implementation. Therefore, the purpose of this paper is to profile how knowledge management (KM) strategies, personalization and codification, are helpful in successful change implementation by reducing employee cynicism and increasing the level of readiness for change. Design/methodology/approach Data were collected from 196 executives of National Bank of Pakistan at Time 1 (pre-implementation) and Time 2 (post-implementation) with the temporal research design. Multiple regression analysis is used to test the direct effect; Preacher and Hayes (2004) test is applied to measure the mediating effect and guidelines of Aguinis (2004) are followed for analyzing the moderating effect. Findings The result of the direct effect shows that both KM strategies have significant positive effect on successful change implementation. Further, mediation analysis proves that readiness for change partially mediates between KM strategies and successful change implementation. In addition, partial interactive effects of employee cynicism is observed between readiness for change and successful change implementation. Research limitations/implications The management should initiate steps to boost personalization and codification strategies at their optimal levels. This would ultimately be helpful to implement a successful change through developing readiness for change and reducing the employee cynicism regarding change. Originality/value The area of successful change implementation in the context of KM strategies was untapped, and is examined in this study.
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Shahrom, Siti Hazreen, Siti Aishah Hassan, and Engku Mardiah Engku Kamarudin. "The Relationship Between Family Functioning and Religiosity on Readiness for Change Among Persons under Surveillance." Asian Social Science 17, no. 11 (October 16, 2021): 148. http://dx.doi.org/10.5539/ass.v17n11p148.
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There are numerous theoretical perspectives on addiction and the behavioural change processes during the transition from addiction to recovery. Although the precise nature of the relationship between religion and family function has not been discovered, it has been highlighted as a significant component in addiction. This study examines the relationship of family functioning and religiosity on the readiness for change among Persons under Surveillance (PuS). We randomly selected respondents (n = 85) of PuS in the National Anti-Drugs Agency (NADA), Jempol District, Negeri Sembilan, Malaysia, who participated in this study. Descriptive analysis was used to identify the level of family functionality, religiosity and readiness for change. Next, Pearson correlations were used to determine the relationship of family functionality to change and religiosity to the readiness for change. Findings showed a significant correlation (p = 0.00, p <0.05) between family functioning and readiness for change and it was a low positive correlation (r = +0.47). Moreover, findings showed a significant correlation (p = 0.01, p <0.05) between religiosity and readiness to change the relationship was a weak positive correlation (r = + 0.27). In conclusion, family functioning and religiosity are related to readiness for change. This relationship is significant for PuS in NADA Jempol to implement self-care and for the divisional staff involved in NADA Jempol to develop prevention and rehabilitation strategies to prepare PuS out of the drug problem.
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Abdelaziz, Hamdy A., Ahmed M. Nouby, and Alagab M. Alagab. "The Effect of Readiness for Change and Stage of Concern on Web Quest Usages in Teaching among Arabian Gulf University’ Staff Members." Journal of Educational and Psychological Studies [JEPS] 6, no. 2 (June 1, 2012): 41–58. http://dx.doi.org/10.53543/jeps.vol6iss2pp41-58.
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The purpose of this research was to investigate the effect of readiness for change and stage of concern on Web Quest level of use among staff members at the Arabian Gulf University. To achieve this purpose, a descriptivecorrelational study was conducted on a sample consisted of 47 staff members during the academic year of 2010 – 2011. To collect the needed data to answer research questions, three instruments were applied the Readiness for Change Survey, the Stage of Concern Survey, and the Web Quest usages survey. The findings of the research revealed that the majority of Arabian Gulf University’ staff members rarely used Web Quest in teaching. The results also showed that the majority of staff members are having a high level of readiness for change and a moderate level of concern towards using Web Quest in teaching. The findings revealed that the Web Quest level of use was not affected by the academic degree and the major of staff members. Based on these findings, a set of educational recommendations and suggestions provided.
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Abdelaziz, Hamdy A., Ahmed M. Nouby, and Alagab M. Alagab. "The Effect of Readiness for Change and Stage of Concern on Web Quest Usages in Teaching among Arabian Gulf University’ Staff Members." Journal of Educational and Psychological Studies [JEPS] 6, no. 2 (June 1, 2012): 41. http://dx.doi.org/10.24200/jeps.vol6iss2pp41-58.
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The purpose of this research was to investigate the effect of readiness for change and stage of concern on Web Quest level of use among staff members at the Arabian Gulf University. To achieve this purpose, a descriptivecorrelational study was conducted on a sample consisted of 47 staff members during the academic year of 2010 – 2011. To collect the needed data to answer research questions, three instruments were applied the Readiness for Change Survey, the Stage of Concern Survey, and the Web Quest usages survey. The findings of the research revealed that the majority of Arabian Gulf University’ staff members rarely used Web Quest in teaching. The results also showed that the majority of staff members are having a high level of readiness for change and a moderate level of concern towards using Web Quest in teaching. The findings revealed that the Web Quest level of use was not affected by the academic degree and the major of staff members. Based on these findings, a set of educational recommendations and suggestions provided.
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Schultz, Joseph Samuel, Endre Sjøvold, and Beate Andre. "Can group climate explain innovative readiness for change?" Journal of Organizational Change Management 30, no. 3 (May 8, 2017): 440–52. http://dx.doi.org/10.1108/jocm-06-2016-0112.
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Purpose Globally, elderly populations are increasing at unprecedented rates. This has precipitated change in the way practitioners are thinking of delivering eldercare services, especially in the public sector. In Norway, innovation scholars, the Norwegian government, and most municipalities delivering eldercare services agree that they must innovate to meet upcoming demands. However, infrastructural impacts are not expected for 15 years. Thus, the more difficult question becomes when a change is so distant, when or with whom should you innovate? The purpose of this paper is to determine innovative readiness by looking at group climate. Design/methodology/approach The study will explore the differences between two groups within an organization: one group that participated (participant group) in formal innovation training and and the other group (nonparticipant group that did not participate in the training). The differences in each group’s climate will be explored using a t-test. Findings There exist two identifiable group climates within the same organization. The participant group’s climate indicated that their members are ready for innovative change by showing that they are task oriented (C2), engaged (S1), and have an overall positive attitude toward innovation (A1 and A2). On the contrary, the nonparticipant group’s climate indicates that their members are not ready for innovative change. This group has a dominant role of acceptance (D2), rather than pursuing ideas or causes they believe in, they accept those tasks given to them. Each group’s level of innovation understanding was relatively similar prior to any formal training. Originality/value This research shows that even though a manager within an organization is championing or encouraging innovative behavior, there can still exist two different group climates: a group that is genuinely interested in innovation and one that is not. Should participation in innovation training be mandatory or voluntary? This study showed the latter that the participant group’s climate indicated its members were more ready for innovative change, while the nonparticipant group’s climate indicated its members were not. This could be an important group dynamic for managers to consider when building a new innovative initiative, especially if that organization struggles with maintaining engagement and positivity for that change.
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Hemme, Florian, Matthew T. Bowers, and Janice S. Todd. "Change readiness as fluid trajectories: a longitudinal multiple-case study." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1153–75. http://dx.doi.org/10.1108/jocm-07-2017-0284.
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Purpose The purpose of this paper is to analyze change process perceptions of public service employees and document how change readiness belief salience fluctuates and evolves throughout the implementation of a major organizational restructuring effort. Design/methodology/approach This research is a longitudinal multiple-case study of a major transformation initiative in a large North American public recreation organization. Over the course of 15 months, the authors conducted four rounds of personal interviews with 19 participants (65 interviews in total, each lasting 25–45 min). Additionally, the authors analyzed internal e-mail correspondence, memos, and meeting agendas, as well as external stakeholder communication. Finally, the primary researcher spent a significant amount of time collecting field notes while shadowing high-level managers and employees and attending meetings. Findings Overall, the authors documented a clear hierarchy of change readiness dimensions. The relative strength and temporal persistence of these dimensions can be traced back to various public organizing particularities. Moreover, the authors found that an initial focus on some readiness dimensions facilitated subsequent sensemaking processes whereas others hindered such engagement with the change project. Research limitations/implications This research is the first to empirically document temporal fluidity of change readiness dimensions and salience. Moreover, it offers a rare in-depth look at a changing public service organization. Practical implications This research helps change agents in developing tailored change messages and to better understand potential sources of frustration and resistance to change efforts. Originality/value No similar efforts exist to document the underlying dynamism of evolving change readiness perceptions.