Department of Learning, Informatics, Management and Ethics, Medical Management Centre, Karolinska Institutet, Tomtebodavägen 18A, 171 77, Stockholm, Sweden.
Department of Obstetrics and Gynecology, Aarhus University Hospital, Aarhus, Denmark.
Implement Sci. 2018 Jun 5;13(1):78. doi: 10.1186/s13012-018-0769-y.
Organizational 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.
The 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.
Response 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.
Our 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.
医疗保健中的组织变革计划通常仅取得部分实施成功。了解组织变革准备情况（ORC）可能是制定更有效和高效变革策略的一种方法。丹麦与许多国家一样，已经开始了一项重大的全系统结构改革，其中涉及服务提供的重大变化。由于缺乏经过验证的丹麦语工具，我们旨在翻译和验证组织变革实施准备情况（ORIC）问卷的丹麦语版本。它衡量组织成员对集体承诺和实施组织变革的能力（效力）是否有信心。ORIC 简洁、基于理论且经过精心设计，但尚未在实际医院环境中的员工中进行验证。
将 12 项 ORIC 工具翻译成丹麦语并回译回英语。在丹麦中部地区一家面临重大组织变革的医院部门工作的员工（N=284）完成了问卷。确定了表面和内容效度。使用探索性因素分析（EFA）和验证性因素分析（CFA）评估了结构效度。使用 Cronbach's alpha 评估了可靠性。项目反应理论（Rasch 分析）用于确定项目和人员可靠性。
响应率为 72%。在丹麦语 ORIC 的两因素（承诺和效力）、11 项量表中，在医疗保健环境中显示出有效性（CFI=0.95，RMSEA=0.067，CMNI/DF=2.32）和可靠性（Cronbach's alpha 0.88）。项目反应分析证实了可接受的人员和项目分离可靠性。
我们的 ORIC 版本在丹麦语医疗保健人群中作为衡量实施组织变革准备情况的工具，表现出可接受的有效性和可靠性。对于有兴趣评估其组织并调整变革策略的医疗保健经理来说，ORIC 的简洁性和理论基础使其成为一种有吸引力且可行的工具，可以制定更成功的变革努力。
