Willing, Able -> Ready: Basics and Policy Implications of Readiness as a Key Component for Scaling up Implementation of Evidence-Based Interventions. To What Extent Is the Organization Motivated To Implement the Intervention?


Scaccia et al. (2014) define motivation as being influenced by the “perceived incentives and disincentives that contribute to the desirability” to use an intervention. We see motivation as both individual and organizational. Motivation is specific to the intervention being implemented. It includes beliefs about and support for the intervention—such as collective expectations, attributes of an intervention, anticipated outcomes of an intervention, pressures for change, and emotional responses. Table 1 presents a list of the subcomponents of motivation3.

Table 1. Subcomponents of Motivation

Subcomponents of Motivation Definition of Subcomponent
Relative Advantage Degree to which a particular intervention is perceived as being better than what it is being compared against; can include perceptions of anticipated outcomes.
Compatibility Degree to which an intervention is perceived as being consistent with existing values, cultural norms, experiences, and the needs of potential users.
Doability Degree to which intervention is perceived as relatively difficult to understand and use.
Trialability Degree to which an intervention can be tested in a pilot fashion before going to scale.
Observability Degree to which outcomes that result from the intervention are visible to others.
Priority Extent to which the intervention is regarded as more important than other interventions.

Source: Scaccia et al. (2014)

3 For each of the three readiness constructs, the key subcomponents identified from a systematic review of the readiness literature are presented. This is not an exhaustive list of all subcomponents that could comprise each readiness construct.

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