Assessing the reliability and validity of the Danish version of Organizational Readiness for Implementing Change (ORIC)

Abstract

BackgroundOrganizational change initiatives in health care frequently achieve only partial implementation success. Understanding an organizational readiness for change (ORC) may be a way to develop more effective and efficient change strategies. Denmark, like many countries, has begun a major system-wide structural reform which involves considerable changes in service delivery. Due to the lack of a validated Danish instrument, we aimed to translate and validate a Danish version of the Organizational Readiness for Implementing Change (ORIC) questionnaire. It measures if organizational members are confident in their collective commitment towards and ability (efficacy) to implement organizational change. ORIC is concise, grounded in theory, and designed, but not yet validated among employees in a real hospital setting.MethodsThe 12-item ORIC instrument was translated into Danish and back-translated to English. Employees (N = 284) at a hospital department facing a major organizational change in the Central Denmark Region completed the questionnaire. Face and content validity was ascertained. Exploratory factor analysis (EFA) and a confirmatory factor analysis (CFA) were used to assess construct validity. Reliability was assessed with Cronbach’s alpha. Item response theory (Rasch analysis) was used to determine item and person reliability.ResultsResponse rate was 72%. A two factor (commitment and efficacy), 11-item scale, of the Danish language ORIC was shown to be valid (CFI = .95, RMSEA = .067, and CMNI/DF = 2.32) and reliable (Cronbach’s alpha 0.88) in a health care setting. Item response analysis confirmed acceptable person and item separation reliability.ConclusionsOur version of ORIC showed acceptable validity and reliability as an instrument for measuring readiness for implementing organizational change in a Danish-speaking health care population. For health care managers interested in evaluating their organizations and tailor change strategies, ORIC’s brevity and theoretical underpinnings could make it an appealing and feasible tool to develop more successful change efforts.Electronic supplementary materialThe online version of this article (10.1186/s13012-018-0769-y) contains supplementary material, which is available to authorized users.

Commentary on the Culture of Prevention

“…It would seem that "readiness" to adopt innovative interventions may be a key element of a "culture of prevention" (Ruest et al 2019;Shea et al 2014;Storkholm et al 2018).…”

Implementering af elektronisk omsorgsjournal ikommunal setting

“…Organisatorisk parathed «… refers to organizational members' change commitment and change efficacy to implement organizational change» (Weiner, 2009, s. 2). Organisatorisk parathed vurderes i implementeringslitteraturen at vaere en central og afgørende forudsaetning, når intentionen er at bygge bro mellem interventionsstrategier og implementering i en konkret setting (Scaccia et al, 2015;Shea et al, 2014;Storkholm, Mazzocato, Tessma & Savage, 2018). Det gaelder om at skabe rammer for højst mulig organisatorisk parathed, idet:…”

“…Det fremgår her, at taet på halvdelen af medarbejderne i høj grad besidder denne parathed, mens hver tiende besidder en mindre grad heraf. Høj grad af organisatorisk parathed er udtryk for, at medarbejderne er «klar» til en at indgå i en implementering på vellykket måde (Weiner, 2009;Storkholm, Mazzocato, Tessma, & Savage, 2018;Shea et al 2014;Scassia, 2015;Berry, 2011). Weiner forudser, at «When organizational readiness is high, organizational members will exhibit more pro-social, change-related behavior--that is, actions supporting the change effort that exceed job requirements or role expectations».…”

“…Nu skal vi i gang med det, og det ville blive så og så meget bedre». I forbindelse med en implementeringsproces kan det derfor vaere frugtbart mere systematisk at undersøge og kortlaegge medarbejdernes organisatoriske parathed i den indledende fase (Storkholm et al, 2018). Berry peger på, at resultatet af en sådan undersøgelse kan 1) vaere en anledning til at igangsaette en dialog blandt en organisations beslutningstagere om, hvilken støtte der skal etableres, 2) det kan udgøre et udgangspunkt for viden om medarbejdernes holdninger til den aktuelle implementeringsgenstand, og 3) det kan skabe ideer til en implementeringsplan og justering af den undervejs (Berry, 2011, s. 18).…”

Developing a tool to assess institutional readiness to conduct knowledge translation activities in low-and middle-income countries

“…These tools largely overlap and assess domains such as availability of resources, individual attributes and motivation, and organizational climate. (19,21,22) Psychometric assessments have been conducted on these tools which largely support their reliability and structure (19,23,24). Most tools have been implemented in HICs, largely in health care settings including hospitals, primary care settings, public health agencies, and public sector organizations.…”