Organizational readiness for implementation: a qualitative assessment to explain survey responses
Abstract Background One factor considered essential to successful implementation is organizational readiness. The purpose of this study was to explore ways to improve the measurement of organizational readiness, and in particular to refine a preliminary measure based on the Readiness = Motivation x...
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BMC
2025-01-01
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| Series: | BMC Health Services Research |
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| Online Access: | https://doi.org/10.1186/s12913-024-12149-8 |
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| author | Maria McClam Lauren Workman Timothy J. Walker Emanuelle M. Dias Derek W. Craig Joe R. Padilla Andrea E. Lamont Abraham Wandersman Maria E. Fernandez |
| author_facet | Maria McClam Lauren Workman Timothy J. Walker Emanuelle M. Dias Derek W. Craig Joe R. Padilla Andrea E. Lamont Abraham Wandersman Maria E. Fernandez |
| author_sort | Maria McClam |
| collection | DOAJ |
| description | Abstract Background One factor considered essential to successful implementation is organizational readiness. The purpose of this study was to explore ways to improve the measurement of organizational readiness, and in particular to refine a preliminary measure based on the Readiness = Motivation x innovation Specific Capacity x General Capacity (R = MC2) heuristic. We assessed the experiences of staff in Federally Qualified Health Centers (FQHC) implementing evidence-based interventions (EBIs) designed to increase colorectal cancer screening (CRCS) who previously completed the survey and aimed to understand their perspectives on why our data were positively skewed. Methods We conducted a series of qualitative interviews with FQHC employees who had previously completed the readiness survey and/or been involved with the distribution of the readiness survey. Interviews were conducted via Zoom, recorded, transcribed. Data was analyzed using an inductive approach to identify key emergent themes. Results Analyses revealed numerous contributors to high organizational readiness assessment scores including concerns about confidentiality, social desirability bias, knowledge of respondents about the survey content, and the survey format. Specific to the survey format, we found that survey length and response scaling likely impacted scores and the overall survey experience. Lastly, some participants shared that the tendency for high scores may reflect actual perceptions because FQHC staff are passionate, work well in teams, and typically have already worked hard to improve CRCS rates through evidence-based interventions. Conclusion Study findings reinforce the importance of collaborative and community-engaged survey design and the need to address the common challenges dissemination and implementation surveys may be vulnerable to. Lessons learned can be applied to other measurement work and surveys conducted across public health research. The findings will inform continued organizational readiness measure development and have implications for measurement of other factors influencing implementation. |
| format | Article |
| id | doaj-art-599d5f7851f14d9a8ce5facdbae690a8 |
| institution | Kabale University |
| issn | 1472-6963 |
| language | English |
| publishDate | 2025-01-01 |
| publisher | BMC |
| record_format | Article |
| series | BMC Health Services Research |
| spelling | doaj-art-599d5f7851f14d9a8ce5facdbae690a82025-01-12T12:12:58ZengBMCBMC Health Services Research1472-69632025-01-012511910.1186/s12913-024-12149-8Organizational readiness for implementation: a qualitative assessment to explain survey responsesMaria McClam0Lauren Workman1Timothy J. Walker2Emanuelle M. Dias3Derek W. Craig4Joe R. Padilla5Andrea E. Lamont6Abraham Wandersman7Maria E. Fernandez8Center for Applied Research and Evaluation, Arnold School of Public Health, University of South CarolinaCenter for Applied Research and Evaluation, Arnold School of Public Health, University of South CarolinaCenter for Health Promotion and Prevention Research, School of Public Health, UT Health HoustonCenter for Health Promotion and Prevention Research, School of Public Health, UT Health HoustonCenter for Health Promotion and Prevention Research, School of Public Health, UT Health HoustonCenter for Health Promotion and Prevention Research, School of Public Health, UT Health HoustonWandersman CenterWandersman CenterCenter for Health Promotion and Prevention Research, School of Public Health, UT Health HoustonAbstract Background One factor considered essential to successful implementation is organizational readiness. The purpose of this study was to explore ways to improve the measurement of organizational readiness, and in particular to refine a preliminary measure based on the Readiness = Motivation x innovation Specific Capacity x General Capacity (R = MC2) heuristic. We assessed the experiences of staff in Federally Qualified Health Centers (FQHC) implementing evidence-based interventions (EBIs) designed to increase colorectal cancer screening (CRCS) who previously completed the survey and aimed to understand their perspectives on why our data were positively skewed. Methods We conducted a series of qualitative interviews with FQHC employees who had previously completed the readiness survey and/or been involved with the distribution of the readiness survey. Interviews were conducted via Zoom, recorded, transcribed. Data was analyzed using an inductive approach to identify key emergent themes. Results Analyses revealed numerous contributors to high organizational readiness assessment scores including concerns about confidentiality, social desirability bias, knowledge of respondents about the survey content, and the survey format. Specific to the survey format, we found that survey length and response scaling likely impacted scores and the overall survey experience. Lastly, some participants shared that the tendency for high scores may reflect actual perceptions because FQHC staff are passionate, work well in teams, and typically have already worked hard to improve CRCS rates through evidence-based interventions. Conclusion Study findings reinforce the importance of collaborative and community-engaged survey design and the need to address the common challenges dissemination and implementation surveys may be vulnerable to. Lessons learned can be applied to other measurement work and surveys conducted across public health research. The findings will inform continued organizational readiness measure development and have implications for measurement of other factors influencing implementation.https://doi.org/10.1186/s12913-024-12149-8Organizational readinessQualitative methodsMeasure developmentEvidence-based interventionsCancer preventionSocial desirability |
| spellingShingle | Maria McClam Lauren Workman Timothy J. Walker Emanuelle M. Dias Derek W. Craig Joe R. Padilla Andrea E. Lamont Abraham Wandersman Maria E. Fernandez Organizational readiness for implementation: a qualitative assessment to explain survey responses BMC Health Services Research Organizational readiness Qualitative methods Measure development Evidence-based interventions Cancer prevention Social desirability |
| title | Organizational readiness for implementation: a qualitative assessment to explain survey responses |
| title_full | Organizational readiness for implementation: a qualitative assessment to explain survey responses |
| title_fullStr | Organizational readiness for implementation: a qualitative assessment to explain survey responses |
| title_full_unstemmed | Organizational readiness for implementation: a qualitative assessment to explain survey responses |
| title_short | Organizational readiness for implementation: a qualitative assessment to explain survey responses |
| title_sort | organizational readiness for implementation a qualitative assessment to explain survey responses |
| topic | Organizational readiness Qualitative methods Measure development Evidence-based interventions Cancer prevention Social desirability |
| url | https://doi.org/10.1186/s12913-024-12149-8 |
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