قارن الطرق

	الاستعداد التنظيمي المتصور لمساعدة النظام (PORAS)	مقياس قيادة التنفيذ (ILS)
المجال	علم التطبيق	علم التطبيق
العائلة	Process / pipeline	Process / pipeline
سنة النشأة	2009	2014
صاحب الطريقة	Christopher D. Helfrich, PhD; Ying-Fang Li, PhD; Neil D. Sharp, MD; colleagues at Veterans Affairs and University of Washington	Gregory A. Aarons, PhD; Michelle G. Ehrhart, PhD; Lydia R. Farahnak, PhD
النوع	Self-report organizational survey	Self-report questionnaire
المصدر التأسيسي	Helfrich, C. D., Li, Y. F., Sharp, N. D., & Sales, A. E. (2009). Organizational readiness to change assessment (ORCA): Development of an instrument based on the perspectives of health care professionals. Journal of the American Medical Informatics Association, 16(4), 523–530.	Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Sklar, M. (2014). Aligning leadership across systems and organizations to develop integrated care. Journal of Behavioral Health Services & Research, 41(2), 159–178.
الأسماء البديلة	PORAS, Perceived Organizational Readiness, Perceived Readiness Scale	ILS, Implementation Leadership, ILS-12
ذات صلة	5	5
الملخص	The Perceived Organizational Readiness for Assisting the System (PORAS) is a 19-item self-report measure developed by Helfrich and colleagues to assess organizational readiness to implement health information technology systems and other healthcare innovations. Grounded in Weiner's theory of organizational readiness for change, the PORAS measures four dimensions of readiness: Valence (perceived importance of the change to the organization), Motivation (organizational commitment and drive to implement), Resource Adequacy (availability of financial, human, and technical resources), and Change Efficacy (staff belief in organizational capability to successfully implement). While originally developed for health IT implementation, the PORAS framework and scale are applicable to broader healthcare innovations and evidence-based practice implementation.	The Implementation Leadership Scale (ILS) is a 12-item self-report measure that assesses unit-level leadership behaviors critical to successful implementation of evidence-based practices and innovations. Developed by Aarons, Ehrhart, and Farahnak in 2014, the ILS measures four dimensions of implementation leadership: proactive leadership, knowledgeable leadership, supportive leadership, and perseverant leadership. This brief, validated instrument is designed to capture frontline leaders' (managers, supervisors, unit heads) implementation-specific behaviors as perceived by clinical staff, and is widely used in healthcare implementation research to evaluate leadership effectiveness and predict implementation success.