Measuring and Improving Organizational Change Readiness in the Libertyville Fire Department   [open pdf - 548KB]

"The Libertyville Fire Department was encountering problems of instability and change resistance because a number of changes that occurred within the last three years. Leadership succession coupled with the privatization of a new station threatened organizational paralysis. The purpose of this resarch project was to measure and improve the change-readiness of the organization. The research used both historic and evaluative methodologies, including survey and research. Analysis of the literature concerning organizational change was also undertaken. The following research questions were considered: (1) What information can organizational change literature or research offer regarding the changes occurring within the Libertyville Fire Department? (2) What is the level of change-readiness or change-acceptance of the active members of the Libertyville Fire Department at the onset of this study? (3) What is the level of change-readiness or change-acceptance of these members following an intervention designed to enhance these characteristics? The procedures included an extensive literature review, initial surveys of the department's members, a SWOT (Strength, Weakness, Opportunity, Threat) analysis of the department, and a final application of the surveys. The results found that the department was already change-ready with the strongest measure of this trait exhibited by the chief officers and the lowest measure by the lieutenants. The intervention of the SWOT analysis did not appear to have any significant impact. The study recommended that organizational change-readiness was preferred to change management; visionary leadership and a stong supportive coalition were critical to success; and succession strategies and lieutenant change-traits needed to be developed."

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Retrieved From:
United States. Federal Emergency Management Agency, Learning Resource Center: http://www.lrc.fema.gov/
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