A PRACTICAL IMPLEMENTATION SCIENCE HEURISTIC FOR ORGANIZATIONAL READINESS: R = MC2

There are many challenges when an innovation (i.e., a program, process, or policy that is new to an organization) is actively introduced into an organization. One critical component for successful implementation is the organization's readiness for the innovation. In this article, we propose a p...

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Published inJournal of community psychology Vol. 43; no. 4; pp. 484 - 501
Main Authors Scaccia, Jonathan P., Cook, Brittany S., Lamont, Andrea, Wandersman, Abraham, Castellow, Jennifer, Katz, Jason, Beidas, Rinad S.
Format Journal Article
LanguageEnglish
Published Blackwell Publishing Ltd 01.04.2015
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Summary:There are many challenges when an innovation (i.e., a program, process, or policy that is new to an organization) is actively introduced into an organization. One critical component for successful implementation is the organization's readiness for the innovation. In this article, we propose a practical implementation science heuristic, abbreviated as R = MC2. We propose that organizational readiness involves (a) the motivation to implement an innovation, (b) the general capacities of an organization, and (c) the innovation‐specific capacities needed for a particular innovation. Each of these components can be assessed independently and be used formatively. The heuristic can be used by organizations to assess readiness to implement and by training and technical assistance providers to help build organizational readiness. We present an illustration of the heuristic by showing how behavioral health organizations differ in readiness to implement a peer specialist initiative. Implications for research and practice of organizational readiness are discussed.
Bibliography:ark:/67375/WNG-TNFR41JR-4
istex:267ABAD6D95C61BAAFCC00B000900DCBCA4AD93E
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ArticleID:JCOP21698
Funding was provided by NIMH MH099179 (Beidas). Additionally, the preparation of this article was supported in part by the Implementation Research Institute (IRI), at the George Warren Brown School of Social Work, Washington University in St. Louis; through an award from the National Institute of Mental Health (R25 MH080916) and Quality Enhancement Research Initiative (QUERI), Department of Veterans Affairs Contract, Veterans Health Administration, Office of Research & Development, Health Services Research & Development Service. Dr. Beidas is an IRI fellow.
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ISSN:0090-4392
1520-6629
DOI:10.1002/jcop.21698