Categorized Under: Education
This white paper by ICF International’s Caitlin Howley discusses commonalities and differences among various understandings of readiness and highlights conceptualizations of readiness for change in selected change models. How leaders can use such theories to best to prepare their organizations—and the people enlivening them—for new ways of achieving goals is also addressed.
Individuals and organizations undertake change for a variety of reasons—to improve the human condition, increase efficiency and productivity, respond to new or altered social and political contexts and priorities, achieve personal or collective goals, or correct earlier missteps. Across a variety of markets and disciplines, readiness for reform or organizational change is an important predictor of how successfully new policies, programs, or practices will be implemented.
Senior ManagerICF International
Caitlin Howley has nearly 20 years of experience leading education research and program evaluation studies and providing technical assistance to educators. Located in ICF's Charleston, West Virginia office, she serves as associate director of the Appalachia Regional Comprehensive Center (ARCC) and conducts research for the Regional Educational Laboratory (REL) Mid-Atlantic and K–12 and college programs for at-risk student populations across the Appalachian region. Dr. Howley also provides technical assistance to education leaders and practitioners via the Reform Support Network. In earlier capacities, Howley directed evaluation for the Appalachia Eisenhower Regional Consortium for Mathematics and Science Education, provided evaluation services to the Region IV Comprehensive Center, and served as a Research and Evaluation Specialist with the Appalachia Regional Education Laboratory.
Dr. Howley has a Ph.D in Sociology from Temple University, and she has received awards from the National Rural Education Association and the American Educational Research Association.
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