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      An analysis of the Saudi health-care system’s readiness to change in the context of the Saudi National Health-care Plan in Vision 2030

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          Change management studies have emphasized the significance of an organization’s readiness for change and transformation and have recommended strategies to affect change. Organizational readiness for change is a multi-faceted, multi-level, and multi-dimensional activity; its most important aspect is organizational members’ willingness to accept and implement change because ignoring the human factors may result in resistance and failure. Through its National Transformation Program 2020, the Saudi Arabian government is attempting to effect radical changes in the structure and function of its health-care system to achieve quality care and effective service delivery. The aim of the present review is to discuss the Saudi health-care system’s readiness to change that Saudi Arabia intends to implement by 2020, based on extensive review of different reports, documents, and empirical studies in the field of organizational readiness for change. The study concludes that if organizational readiness for change is high, resources are available, and situational factors are aligned, members of organizations will take the initiative to change, exert optimal effort, demonstrate greater determination, and engage in more cooperative behavior that may lead to efficient and effective implementation of the Saudi health-care transformational plan with fewer complications and less resistance.

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          Most cited references 22

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          Conceptualization and measurement of organizational readiness for change: a review of the literature in health services research and other fields.

          Health care practitioners and change experts contend that organizational readiness for change is a critical precursor to successful change implementation. This article assesses how organizational readiness for change has been defined and measured in health services research and other fields. Analysis of 106 peer-reviewed articles reveals conceptual ambiguities and disagreements in current thinking and writing about organizational readiness for change. Inspection of 43 instruments for measuring organizational readiness for change reveals limited evidence of reliability or validity for most publicly available measures. Several conceptual and methodological issues that need to be addressed to generate knowledge useful for practice are identified and discussed.
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            Europe adapts to climate change: Comparing National Adaptation Strategies

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              Transformational change in health care systems: an organizational model.

              The Institute of Medicine's 2001 report Crossing the Quality Chasm argued for fundamental redesign of the U.S. health care system. Six years later, many health care organizations have embraced the report's goals, but few have succeeded in making the substantial transformations needed to achieve those aims. This article offers a model for moving organizations from short-term, isolated performance improvements to sustained, reliable, organization-wide, and evidence-based improvements in patient care. Longitudinal comparative case studies were conducted in 12 health care systems using a mixed-methods evaluation design based on semistructured interviews and document review. Participating health care systems included seven systems funded through the Robert Wood Johnson Foundation's Pursuing Perfection Program and five systems with long-standing commitments to improvement and high-quality care. Five interactive elements appear critical to successful transformation of patient care: (1) Impetus to transform; (2) Leadership commitment to quality; (3) Improvement initiatives that actively engage staff in meaningful problem solving; (4) Alignment to achieve consistency of organization goals with resource allocation and actions at all levels of the organization; and (5) Integration to bridge traditional intra-organizational boundaries among individual components. These elements drive change by affecting the components of the complex health care organization in which they operate: (1) Mission, vision, and strategies that set its direction and priorities; (2) Culture that reflects its informal values and norms; (3) Operational functions and processes that embody the work done in patient care; and (4) Infrastructure such as information technology and human resources that support the delivery of patient care. Transformation occurs over time with iterative changes being sustained and spread across the organization. The conceptual model holds promise for guiding health care organizations in their efforts to pursue the Institute of Medicine aims of fundamental system redesign to achieve dramatically improved patient care.

                Author and article information

                Int J Health Sci (Qassim)
                Int J Health Sci (Qassim)
                International Journal of Health Sciences
                Qassim Uninversity (Saudi Arabia )
                May-Jun 2018
                : 12
                : 3
                : 83-87
                Department of Health Administration, College of Public Health and Health Informatics, Qassim University, Qassim, KSA
                Author notes
                Address for correspondence: Dr. Mohammad F. Alharbi, Department of Health Administration, College of Public Health and Health Informatics, Qassim University, Qassim, Saudi Arabia. E-mail: moh.alharbi@ 123456qu.edu.sa
                Copyright: © International Journal of Health Sciences

                This is an open-access article distributed under the terms of the Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

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