The purpose of this study was to construct and evaluate the psychometric properties of an instrument to estimate the level of individual readiness among U.S. Army nurses. This study constitutes phase II of congressionally sponsored research to establish the degree to which Army nurses are prepared for the expectations of deployment. An expert panel established the validity of the initial readiness questionnaire. Changes were then incorporated into the first Readiness Estimate and Deployability Index (READI) questionnaire. Internal consistency and test-retest techniques assessed multiple reliabilities from pilot administrations. The READI was refined based on the results. Analysis of field administrations of the revised READI to three separate groups of nurses replicated earlier reliability results. Principle component analyses appear to support the hypothesized dimensional structure underlying questionnaire attitude items. The READI produced psychometrically stable ratings and results with great utility for the Army and potential adaptation for other military services.
Implementing change in organizations is a key nursing leadership competency. At the same time, it is a daunting responsibility. Fortunately, models of successful change illustrate useful concepts for leaders. Change concepts embedded in successful models include careful use of power, reason, reeducation, structure, behavior, and technology. This article discusses models of change. Learning from models may help nurse executives avoid perils such as change fatigue and may promote smoother movement toward safer systems of care.
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