We’ve published academic several articles over the years. Click on the links below to access the article or read the summary underneath.
A practical implementation science heuristic for organizational readiness: R= MC2
This article explores how organizations can better prepare to implement new programs or innovations by assessing their readiness. The research proposes a practical model called R=MC², which breaks down readiness into three components: motivation, general organizational capacity, and innovation-specific capacity. To evaluate readiness, researchers assessed these components using case studies from behavioral health organizations. The study found that organizations differ significantly in their readiness to implement innovations based on these factors. By using the R=MC² model, organizations and their support teams can target specific areas for improvement, helping to ensure the successful implementation of new initiatives. This approach provides a framework for organizations to assess and build their readiness, which can lead to more effective innovation adoption and long-term success.
Development of a comprehensive measure of organizational readiness (motivation× capacity) for implementation: a study protocol
This study focuses on creating a comprehensive tool to measure how ready organizations are to implement evidence-based interventions (EBIs). The researchers aim to fill a gap in public health by developing a reliable, adaptable readiness measure for federally qualified health centers (FQHCs) and schools. Their research question is: How can we effectively assess an organization’s motivation and capacity to implement public health programs? The team conducted interviews and surveys across 100 health centers to gather data and refine the measure. Results will help identify areas where organizations need more support to improve implementation. This tool could significantly enhance the planning and success of public health programs, providing organizations with insights on how to better prepare for and carry out EBIs.
R= MC2 readiness building process: A practical approach to support implementation in local, state, and national settings
Implementing programs based on proven research can be difficult in community settings. To make this process easier, organizations need to be “ready” — meaning they have both the motivation and ability to adopt and maintain new ideas. Using the R = MC² readiness framework, we created a step-by-step process to help organizations become more prepared for change. The process has three stages: assessing the current situation, giving feedback and setting priorities, and making a plan. In this article, we explain how this process was used in three real-life examples, ranging from local to national programs. These examples show the challenges and practical tips for using the process, such as the need for strong leadership and teamwork between different staff members. To improve research and practice in this area, we suggest studying how building readiness affects program success and creating a list of strategies to help organizations become more ready for change.
Community coalition readiness for implementing something new: using a Delphi methodology.
The study, Community Coalition Readiness for Implementing Something New: Using a Delphi Methodology, explores how ready community coalitions are for adopting new policies, programs, or practices. The research aimed to determine which factors are most important at various stages of implementation. Researchers used a Delphi method, which involves gathering expert feedback through multiple rounds of surveys to reach a consensus. They found that motivation was crucial early in the process, while leadership, climate, and inter-organizational relationships remained important throughout. These findings suggest that organizations should tailor their support and capacity-building efforts based on the stage of implementation, ensuring the right resources and leadership are in place to improve readiness and outcomes. This has implications for organizations wanting to efficiently assess and build readiness for new initiatives.
Ready, set, go!: exploring use of a readiness process to implement pharmacy services
The study, Ready, Set, Go!: Exploring Use of a Readiness Process to Implement Pharmacy Services, focused on assessing the readiness of healthcare sites to implement medication management services. Researchers aimed to evaluate how a readiness process (R=MC2) could be applied in real-world healthcare settings. They used a mixed-methods approach, including surveys, interviews, and document reviews, to understand the process’s effectiveness. Results showed that readiness activities were essential for aligning organizational priorities and building necessary operational structures. Most readiness strategies were still in progress after four months, and sites reported tangible benefits, such as better data management and improved stakeholder engagement. The study implies that organizations should focus on readiness as a critical step for successful implementation of new services, suggesting that structured readiness processes can help ensure better integration and long-term success in healthcare settings
Research on Lowering Violence in Communities and Schools (ReSOLV).
The California School Safety Study investigated how school and community environments contribute to school violence in California. The study focused on four key research questions, aiming to understand how factors within schools and their communities influence student safety and educational outcomes. Researchers conducted surveys, interviews, and geographic mapping in urban, suburban, and rural school districts to gather quantitative and qualitative data. They found that risk factors such as concentrated disadvantage, high crime rates, and poor school climate were associated with lower student achievement and higher rates of absenteeism, suspension, and violence. The findings suggest that addressing both community and school-level factors is crucial for improving student safety and success. These results highlight the importance of collaboration between schools, families, and communities to create safer, more supportive environments for students, which can guide future violence prevention efforts at organizational levels.