Ready for the Triple Aim? Perspectives on organizational readiness for implementing change from a Danish obstetrics and gynecology department

Marie Højriis Storkholm; Carl Savage; Mesfin Kassaye Tessma; Jannie Dalby Salvig; Pamela Mazzocato

doi:10.1186/s12913-019-4319-3

Ready for the Triple Aim? Perspectives on organizational readiness for implementing change from a Danish obstetrics and gynecology department

Marie Højriis Storkholm, Carl Savage, Mesfin Kassaye Tessma, Jannie Dalby Salvig, Pamela Mazzocato^*

^*Corresponding author for this work

Department of Clinical Medicine - Department of Obstetrics and Gynaecology

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaper › Journal article › Research › peer-review

7 Citations (Scopus)

Abstract

BackgroundAs health care strives towards the Triple Aim of improved population health, patient experience, and reduced costs, an organization's readiness for change may be a key factor. The concept refers to the collective commitment of organizational members to a change and belief in their shared ability to make that change happen (efficacy). This study aims to assess the organizational readiness for implementing large-scale change at a clinical department in pursuit of the Triple Aim and to determine key associated factors.MethodsA cross-sectional study at a Danish Obstetrics and Gynecology department faced with external pressure to become more efficient without compromising patient outcomes and experience. The Organisational Readiness for Implementing Change (ORIC) questionnaire was distributed to all employees (n=403). Descriptive statistics was used to assess overall organizational readiness and single items. The between-group differences in subject characteristics were assessed with independent t-test and non-parametric test. Multiple linear regression was employed to control for potential confounders.ResultsResponse rate was 72%. The level of agreement with the commitment statements was high, and low with the efficacy statements. We did not observe statistically significant differences in the overall score between organizational sections or in relation to gender, age, or profession. Managerial status (B=3.2, 95% CI=.52, 5.9, P=.02) or interim employment(B=2.7, 95% CI=.47, 4.9, P=.02) were significant predictors of a high change efficacy score after controlling for potential confounders.ConclusionsChanges related to pursuit of the Triple Aim were seen as something that has to be done, but left managers, and even more so staff, wondering what to do and how to do it. Change strategies should therefore address these uncertainties by translating political have to's proposals that resonate with staff, spark engagement, and clarify how to deal with the complexity of large-scale change.

Original language	English
Article number	517
Journal	BMC Health Services Research
Volume	19
Issue	1
Pages (from-to)	517
Number of pages	8
ISSN	1472-6963
DOIs	https://doi.org/10.1186/s12913-019-4319-3
Publication status	Published - 24 Jul 2019

Keywords

Change leadership
Change management
Health care reform
Organizational readiness for change
Triple aim
HEALTH-CARE
PHYSICIAN
WELLNESS

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title = "Ready for the Triple Aim? Perspectives on organizational readiness for implementing change from a Danish obstetrics and gynecology department",

abstract = "BackgroundAs health care strives towards the Triple Aim of improved population health, patient experience, and reduced costs, an organization's readiness for change may be a key factor. The concept refers to the collective commitment of organizational members to a change and belief in their shared ability to make that change happen (efficacy). This study aims to assess the organizational readiness for implementing large-scale change at a clinical department in pursuit of the Triple Aim and to determine key associated factors.MethodsA cross-sectional study at a Danish Obstetrics and Gynecology department faced with external pressure to become more efficient without compromising patient outcomes and experience. The Organisational Readiness for Implementing Change (ORIC) questionnaire was distributed to all employees (n=403). Descriptive statistics was used to assess overall organizational readiness and single items. The between-group differences in subject characteristics were assessed with independent t-test and non-parametric test. Multiple linear regression was employed to control for potential confounders.ResultsResponse rate was 72%. The level of agreement with the commitment statements was high, and low with the efficacy statements. We did not observe statistically significant differences in the overall score between organizational sections or in relation to gender, age, or profession. Managerial status (B=3.2, 95% CI=.52, 5.9, P=.02) or interim employment(B=2.7, 95% CI=.47, 4.9, P=.02) were significant predictors of a high change efficacy score after controlling for potential confounders.ConclusionsChanges related to pursuit of the Triple Aim were seen as something that has to be done, but left managers, and even more so staff, wondering what to do and how to do it. Change strategies should therefore address these uncertainties by translating political have to's proposals that resonate with staff, spark engagement, and clarify how to deal with the complexity of large-scale change.",

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Ready for the Triple Aim? Perspectives on organizational readiness for implementing change from a Danish obstetrics and gynecology department. / Storkholm, Marie Højriis; Savage, Carl; Tessma, Mesfin Kassaye et al.
In: BMC Health Services Research, Vol. 19, No. 1, 517, 24.07.2019, p. 517.

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaper › Journal article › Research › peer-review

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AB - BackgroundAs health care strives towards the Triple Aim of improved population health, patient experience, and reduced costs, an organization's readiness for change may be a key factor. The concept refers to the collective commitment of organizational members to a change and belief in their shared ability to make that change happen (efficacy). This study aims to assess the organizational readiness for implementing large-scale change at a clinical department in pursuit of the Triple Aim and to determine key associated factors.MethodsA cross-sectional study at a Danish Obstetrics and Gynecology department faced with external pressure to become more efficient without compromising patient outcomes and experience. The Organisational Readiness for Implementing Change (ORIC) questionnaire was distributed to all employees (n=403). Descriptive statistics was used to assess overall organizational readiness and single items. The between-group differences in subject characteristics were assessed with independent t-test and non-parametric test. Multiple linear regression was employed to control for potential confounders.ResultsResponse rate was 72%. The level of agreement with the commitment statements was high, and low with the efficacy statements. We did not observe statistically significant differences in the overall score between organizational sections or in relation to gender, age, or profession. Managerial status (B=3.2, 95% CI=.52, 5.9, P=.02) or interim employment(B=2.7, 95% CI=.47, 4.9, P=.02) were significant predictors of a high change efficacy score after controlling for potential confounders.ConclusionsChanges related to pursuit of the Triple Aim were seen as something that has to be done, but left managers, and even more so staff, wondering what to do and how to do it. Change strategies should therefore address these uncertainties by translating political have to's proposals that resonate with staff, spark engagement, and clarify how to deal with the complexity of large-scale change.

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Ready for the Triple Aim? Perspectives on organizational readiness for implementing change from a Danish obstetrics and gynecology department

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