NUR 590 Compare two organizational readiness tools
NUR 590 Compare two organizational readiness tools
Topic 2: Making The Case For Evidence-Based Practice
Readiness tools help healthcare organizations provide quality care services by enhancing conveyance, accessibility, and provision of standard interventions. Therefore, readiness tools determine whether a company fails or succeeds in its endeavors. The two efficient readiness tools are the discussion-oriented organizational self-assessment (DOSA) and institutional self-reliance (ISR). Extrinsic relations, service delivery, strategic management, HR, monetary resource management, and institutional learning are DOSA’s primary capacity areas (The Global Development Research Center (GDRC), n.d.). For instance, the external relations capacity area emphasizes communication with internal and external stakeholders like policymakers, private and public entrepreneurs, donors, and members of the public. The tool applies in both income-generating and non-income institutions. More importantly, DOSA classifies organizations with high external relations as developed, well-defined, and result oriented. Conversely, DOSA classifies companies with poor external relations as ineffective communicators with missions, dependants of few donors, and as firms that cannot generate adequate resources (GDRC, n.d.). On the other hand, ISR best applies in non-profit organizations as it enhances self-reliance. This tool classifies organizations into beginner, ongoing, and performing capacity areas (Belhadi et al., 2022). However, the tool provides organizations with strategic and operational merits. Under strategic merits, the tool helps organizations create new data-driven models that are difficult to imitate. Concerning operational merits, ISR provides firms with valuable data sources and helps them rely on their own resources to manage discrepancies (Belhadi et al., 2022). DOSA is the most appropriate readiness strategy for a hospital setting because it integrates major decision-makers in healthcare organizations, enhancing effective evaluation or assessment of such institutions. Moreover, this tool enhances heuristic developments in hospitals and helps caregivers initiate change processes (Dearing, 2018), which facilitates accomplishing healthcare objectives and goals. Additionally, DOSA has a flexible structure that promotes sufficient information collection for harnessing local commitments and reinforcing internal healthcare organizations’ capacities (GDRC, n.d.). DOSA effectively addresses hospital change by advocating gradual and progressive strategies for implementing adjustments.
Belhadi, A., Kamble, S. S., Jabbour, C. J. C., Mani, V., Khan, S. A. R., & Touriki, F. E. (2022). A self-assessment tool for evaluating the integration of circular economy and industry 4.0 principles in closed-loop supply chains. International Journal of Production Economics, 245, 108372. https://doi.org/10.1016/j.ijpe.2021.108372
Dearing, J. W. (2018). Organizational readiness tools for global health intervention: A review. Frontiers in Public Health, 6, 56. https://doi.org/10.3389/fpubh.2018.00056
The Global Development Research Center (GDRC) (n.d.). Discussion-Oriented Organizational Self-Assessment (DOSA). A quick peek at DOSA’s six capacity areas and 13 success factors. https://www.gdrc.org/ngo/dosa-all.html#:~:text=This%20assessment%20tool%2C%20based%20on,commitment%2C%20and%20building%20internal%20capacity.
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I agree that DOSA makes sense for hospitals. After learning about organizational readiness tools, DOSA can certainly make sense for various decision-makers who have shared goals of accomplishing healthcare objectives. The breakthrough of the DOSA approach was its ability to help the organization identify perceived organizational strengths and weaknesses, explore differences of opinion regarding these perceptions, and create consensus around future organizational capacity development activities. DOSA also enables the organization to assess change over time, thereby tracking the degree to which such capacity-building activities contributed to significant changes and increased capacity to deliver better results; and to benchmark their individual organizational results against a peer group or cohort of organizations. (The Global Development Research Center, n.d.)
Discussion-Oriented Organizational Self-Assessment (DOSA) – A Quick Peek at DOSA’s Six Capacity Areas and 13 Success Factors. The Global Development Research Center. (n.d.). https://www.gdrc.org/ngo/dosa-all.html
I enjoyed your post, as it introduced me to two readiness tools I hadn’t seen before. It definitely sounds like the better choice for a hospital would be the DOSA. With non-profit organizations especially, the donators are central to the success of the facility. I’m positive that the more transparent approach of the DOSA ensures the honesty of the facility and its’ financial endeavors.
Organizational readiness tools’ goal is to evaluate an organization’s readiness to give and implement global health intervention, assess their specific abilities, help improve the organization capacities, and empower them to bring more value to their parients (Dearing, 2018).
The first readiness tool that I would like to choose is the Quality Improvement (QI) tool which is defined by the Center for Disease Control and Prevention as, “a continuous and ongoing effort to achieve measurable improvements in the efficiency, effectiveness, performance, accountability, outcomes, and other indicators of quality in service or processes which achieve quality an improve the health of the community” (Kelly, n.d.).
The second readiness tool that I would choose would be the Organizational Readiness to Change Assessment (ORCA) tool. ORCA derived from a summative evaluation of a quality improvement study and organized in terms of the PARIHS framework and was developed by the Veterans Health Administration (VHA) (Helfrich et al., 2009). The most interesting thing about this tool is that it measures the organizational readiness to implement evidence-base practices in the clinical settings (Organizational Readiness to Change Assessment (ORCA) Tool | NCCMT, n.d.).
Dearing, J. W. (2018). Organizational Readiness Tools for Global Health Intervention: A Review. Frontiers in Public Health, 6, 56. https://doi.org/10.3389/fpubh.2018.00056
Helfrich, C. D., Li, Y.-F., Sharp, N. D., & Sales, A. E. (2009). Organizational readiness to change assessment (ORCA): Development of an instrument based on the Promoting Action on Research in Health Services (PARIHS) framework. Implementation Science, 4(1), 38. https://doi.org/10.1186/1748-5908-4-38
Kampstra, N. A., Zipfel, N., van der Nat, P. B., Westert, G. P., van der Wees, P. J., & Groenewoud, A. S. (2018). Health outcomes measurement and organizational readiness support quality improvement: A systematic review. BMC Health Services Research, 18, 1005. https://doi.org/10.1186/s12913-018-3828-9
Kelly, R. (n.d.). Quality Improvement. Retrieved May 12, 2023, from https://www.hopkinsmedicine.org/nursing/center-nursing-inquiry/nursing-inquiry/quality-improvement.html
Organizational Readiness to Change Assessment (ORCA) tool | NCCMT. (n.d.). Retrieved May 12, 2023, from https://www.nccmt.ca/knowledge-repositories/search/187
I also identified the ORCA tool as a usable tool, since it evaluates changes in behavior and attitudes. I feel assessing these two items is extremely important when implementing change and evidence-based practice. The individuals in an organization really need to “buy in” and believe in the change being implemented and the desired outcomes. Evidence-based practices are only effective if the staff understands and supports the objective.
The Organizational Readiness to Change Assessment (ORCA) assesses an organization’s readiness to implement evidence-based practices in clinical settings. It consists of three major scales to measure:
1. strength of the evidence for the proposed change/innovation.
2. quality of the organizational context to support the practice change.
3. organizational capacity to facilitate the change.
It is grounded in the Promoting Action on Research Implementation in Health Services (PARIHS) framework, a theoretical model that can be used to guide the implementation of evidence-based interventions. The ORCA instrument operationalizes the PARIHS constructs.
The Organizational Readiness for Knowledge Translation (ORKTK) tool and the Hospital Preparedness Assessment Tool (HPAT) are two organizational Readiness tools.
The purpose of the ORKTK tool is to evaluate an organization’s readiness for adopting knowledge translation and evidence-based practices. It assesses elements including corporate culture, support from the leadership, resources available, and staff proficiency in applying research findings (Gagnon et al. 2018).
On the other hand, the Centers for Disease Control and Prevention (CDC) established the HPAT, a complete tool to evaluate hospitals’ emergency and disaster readiness. It assesses resource availability, communication capacity, surge capacity, and emergency management. The HPAT is suitable for determining hospitals because it focuses on how prepared they are to handle crises and disasters, an essential component of organizational readiness in the healthcare industry (Centers for Disease Control and Prevention,2020). The HPAT is suitable for evaluating hospitals because it focuses on how prepared they are to handle crises and disasters, an essential component of organizational readiness in the healthcare industry.
Gagnon, M. P., Attieh, R., Dunn, S., Grandes, G., Bully, P., Estabrooks, C. A., Légaré, F., Roch, G., & Ouimet, M. (2018). Development and Content Validation of a Transcultural Instrument to Assess Organizational Readiness for Knowledge Translation in Healthcare Organizations: The OR4KT. International journal of health policy and management, 7(9), 791–797. https://doi.org/10.15171/ijhpm.2018.17
Centers for Disease Control and Prevention. (2020). Emergency preparedness and response. https://emergency.cdc.gov/