Promoting Change Readiness using a Simulated Event Communication Technique: Lessons Learned in a Public Safety Answering Point
Open Access
- Author:
- Reep, James Allen
- Graduate Program:
- Informatics
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- September 14, 2020
- Committee Members:
- Andrea Tapia, Dissertation Advisor/Co-Advisor
Andrea Tapia, Committee Chair/Co-Chair
Carleen Maitland, Committee Member
Peter Kent Forster, Committee Member
Anthony C Robinson, Outside Member
Mary Beth Rosson, Program Head/Chair - Keywords:
- crisis informatics
organizational change
change readiness
change management - Abstract:
- Modern Public Safety Answering Points (PSAPs) are, unfortunately, not as modern as one might think. Developed initially on an analog system, the emergency service infrastructure has become antiquated and in need of supplementation and change. Consequently, the PSAP is an environment characterized by frequent change due to several pressures to change (e.g. societal norms, governmental regulation, and technology innovation). Unfortunately, most individuals resist change due to many factors, such as fear or uncertainty, causing a high rate of attrition. Furthermore, training new employees is both time-consuming and expensive leaving many PSAPs understaffed and overworked. Theories of change readiness provide a framework for conceptualizing and mitigating the challenges associated with implementing change, especially in environments prone to frequent change, such as a PSAP. However, often research concerning change readiness either analyzes change from an organizational or an individual perspective. Doing so neglects many of the characteristics of the other level of analysis. For example, examining organizational change readiness without consideration for the individual is to negate the very real impact that individuals can have on successful change implementation. Conversely, the same is true when using strictly the individual change readiness theory. This dissertation utilized a multi-phased, multi-method research approach to examine the hindrances and obstacles to change that exist within a modern PSAP using both organizational and individual change readiness theories. The dynamic interconnected nature of a PSAP necessitated using a case-study approach in the initial exploration of these complex constructs. Furthermore, a novel simulated event communication technique (SECT) was developed that conveys to staff many of the characteristics that exist in both change readiness theories. Herein is presented a change process framework that has shown promise for mitigating the negative effects typically associated with changes to one's work environment. PSAP environments are inherently different from for-profit organizations, not needing to respond to market disadvantages or competitors. Consequently, some of the mitigation strategies used in business do not translate to emergency service organizations. Therefore, this dissertation identifies an occasion for the promotion of change readiness leveraging SECT to properly communicate proposed change and a novel change process for affording staff the opportunity for participation and feedback. Results from the data look promising and provide an avenue for future research.