Porovnat metody

	Teorie normalizačního procesu (NPT)	Organizační připravenost na implementaci změn (ORIC)
Obor	Implementační věda	Implementační věda
Rodina	Process / pipeline	Process / pipeline
Rok vzniku	2009	2014
Tvůrce	Carl R. May, PhD; Elena Murray, PhD; and colleagues at University of Sydney and UCL	Christopher M. Shea, PhD; Sarah R. Jacobs, PhD; Dean A. Esserman, PhD; and colleagues
Typ	Theoretical framework with qualitative and mixed-methods assessment	Self-report organizational survey
Původní zdroj	Murray, E., Treweek, S., Pope, C., MacFarlane, A., Ballini, L., Dowrick, C., ... & May, C. R. (2010). Normalizing adoption of new health care innovations: A systematic review of empirical studies. American Journal of Health Promotion, 24(4), e5–e15.	Shea, C. M., Jacobs, S. R., Esserman, D. A., Wagner, S. L., & Kraemer, D. F. (2014). Organizational readiness for implementing change: A psychometric assessment of a new measure. Implementation Science, 9, 26.
Další názvy	NPT, Normalization Process Theory, NPT Framework, Normalisation Process Theory	ORIC, Organizational Readiness for Change, ORIC-12
Příbuzné	5	5
Shrnutí	Normalization Process Theory (NPT) is a framework developed by May, Murray, and colleagues (2009) to explain how new practices, technologies, and innovations become embedded and sustained in everyday organizational and clinical work. Rather than viewing implementation as a one-time adoption event, NPT conceptualizes implementation as a process of normalization—the gradual transition from 'new and unusual' to 'normal, routine work integrated into standard processes.' NPT identifies four normalization mechanisms: Coherence (shared understanding of the intervention's purpose and value), Cognitive Participation (staff engagement and involvement in learning and using the intervention), Collective Action (the work required to implement, including workflow changes and resource allocation), and Reflexive Monitoring (ongoing reflection on impacts, benefits, and needed adaptations). NPT has become influential in implementation science research, particularly in health technology implementation and complex intervention studies, and provides a theoretical lens for understanding why some innovations become normalized while others are abandoned.	The Organizational Readiness for Implementing Change (ORIC) is a 12-item self-report measure that assesses organizational readiness to implement evidence-based practices and innovations. Developed by Shea and colleagues in 2014, the ORIC measures two critical dimensions of organizational readiness: Change Commitment (the extent to which staff and leadership are motivated and dedicated to implementing change) and Change Efficacy (the extent to which staff believe they have the capability and resources to successfully implement the change). The ORIC is grounded in implementation science theory and has demonstrated strong psychometric properties and predictive validity for implementation success across healthcare, mental health, and organizational settings.