Study Protocol for Assessing Organizational Readiness to Change
Author Information
Author(s): Christian D. Helfrich, Dean Blevins, Jeffrey L. Smith, Adam P. Kelly, Timothy P. Hogan, Hildi Hagedorn, Patricia M. Dubbert, Anne E. Sales
Primary Institution: Northwest Health Services Research & Development Center of Excellence, VA Puget Sound Healthcare System
Hypothesis
The study aims to validate the Organizational Readiness to Change Assessment (ORCA) by addressing threats from halo effect and method bias.
Conclusion
The study proposes a comprehensive protocol for validating a survey instrument that assesses organizational readiness to change.
Supporting Evidence
- Successful change efforts are characterized by many organizational factors, including employee and manager attitudes about change.
- Many surveys have been published to measure organizational readiness, but few have undergone rigorous validation.
- The study aims to extend knowledge about the ORCA's measurement reliability and content validity.
Takeaway
This study is trying to figure out how ready organizations are to make changes in healthcare practices, which can help them do it better.
Methodology
The study will use longitudinal, secondary data from four partner projects and conduct analyses including predictive and concurrent validities using hierarchical linear modeling and multivariate regression.
Potential Biases
Potential biases include halo effect and method bias that could affect the validity of the findings.
Limitations
The study relies on aggregated data from four partner projects, which may introduce challenges in data equivalence and sample size limitations.
Participant Demographics
Participants include clinical and administrative staff from various VA medical centers and outpatient clinics.
Digital Object Identifier (DOI)
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