![]() The result is more effective implementation. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change is a multi-level, multi-faceted construct. I focus on the organizational level of analysis because many promising approaches to improving healthcare delivery entail collective behavior change in the form of systems redesign-that is, multiple, simultaneous changes in staffing, work flow, decision making, communication, and reward systems. In this article, I conceptually define organizational readiness for change and develop a theory of its determinants and outcomes. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical study. Although the advice seems reasonable, the scientific basis for it is limited. Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it.
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