Researchers from Texas Christian University studied a large population of drug abuse counselors focusing on the individuals as treatment counselors with respect to training and organization, a departure from the norm of studying counselors in the aggregate to ascertain the behavior of the organization.

 [Joe, G. W., Broome, K. M., Simpson, D., & Rowan-Szal, G. A. (2007). Counselor perceptions of organizational factors and innovations training experiences. Journal of Substance Abuse Treatment, 33 (2), 171-182.]

 Three primary questions were considered:

1. How do counselors' perceptions of themselves and their working environment relate to readiness for and responsivity to innovations training? 
2. How do they rate their previous experiences in adopting workshop training materials? 
3. Will patterns (types) of counselors be predicted and identified from organizational climate perceptions?

The primary assessment tool utilized for data collection was the TCU-developed Organizational Readiness for Change (ORC), a 129-item assessment measuring 18 categories across 4 primary areas: Program needs/pressures (indicative of training motivation); program resources; staff attributes; and organizational climate (Lehman, Greener and Simpson, 2002). 

Hypotheses

 The ORC scales have been proven to be significant predictors of innovation at the program level (Simpson, et al, 2007), treatment program process indicators (Greener, et al., 2007), and predictors of attitudes toward evidence-based practice (EBP) at the individual level (Saldana et al. 2007).

Therefore, it was hypothesized that:

• As measured by the ORC, several patterns or types of counselors could be described from their perceptions of organizational climate and perceived job performance abilities;
• These descriptive patterns should be applicable across a variety of treatment settings;
• Counselors who have more "favorable" profiles should be more engaged in efforts to improve work performance, such as innovative training opportunities.

Research Design Method

 Treatment programs were recruited by four Addiction Technology Transfer Center networks (ATTC) sponsored by the Substance Abuse and Mental Health Services Administration.  Data collection and administration procedures were approved by the Institutional Review Board at TCU.  Participation was solicited by contacting treatment programs which provided mailing lists and letters of support encouraging participation in subsequent ATTC-sponsored workshop trainings.  Counseling staff completed the ORC assessment 3 months prior to the training conferences.  An average of three assessments was completed per treatment unit.

Confidentiality was ensured by providing participants postage-paid, pre-addressed envelops that could be sealed and mailed directly to TCU.  One state offered electronic collection of the ORC via the internet.  Overall, the paper version of the ORC was administered to counselors in 180 programs, while the electronic version was administered in 165 programs.   

Sample Population

• A total of 1,047 counselors voluntarily participated in the assessment in 10 states.
• Data was collected between 6/2000 and 6/2003. 
• 35% of the participants were male;
• Average age was 45;
• 71% were Caucasian, 17% African American, and 12% were Hispanic. 
• 60% were certified counselors, 12% working to receive certification, 2% previously certified, and 26% not certified. 
• Counseling experience varied -- 16% less than one year, 20% 1-3 years, 14% 3-5 years, and 49% more than 5 years.

 Measures and Reliability

The staff attributes and organizational climate domains of the ORC comprised the profile of measures identifying the latent classes of counselors. 

• Staff attributes addressed growth (5 items with a coefficient α = .68); efficacy (5 items with a coefficient α = .68); influence (6 items = with a coefficient α = .64).
• Organizational climate addressed clarity of mission and goals (5 items with a coefficient α = .74); staff cohesiveness (6 items with a coefficient α = .88); staff autonomy (5 items with a coefficient α = .56); open communication (5 items with a coefficient α = .83); stress (4 items with coefficient α = .82); and openness to change (5 items with coefficient α = .73).

 The other two ORC domains - needs and pressures, and resources - were used as predictors of the counselor groups. 

• Needs and pressures addressed program need for improvement (8 items, coefficient α = .90); immediate training needs (8 items, coefficient α = .88); and pressures for change (7 items, coefficient α = .68).
• Resources addressed offices (4 items, coefficient α = .74); staffing (6 items, coefficient α = .74); training resources (4 items, coefficient α = .63); equipment (computer access with 7 items, coefficient α = .77); and internet (electronic communication with 4 items, coefficient α = .78).

There were 14 questions on the ORC which addressed previous workshop training experiences as related to the expectation that there would be a correlation between counselor job-related efficacy/climate and job engagement. 

• Training exposure consisted of 5 items with a coefficient α of .62;
• Individual adoption (pertaining to prior workshops) consisted of 4 items with a coefficient α of .78;
• Program adoption (pertaining to agency wide use of prior workshop training) consisted of 3 items with a coefficient α = .81;
• Training satisfaction (pertaining to prior year trainings and training opportunities in general) consisted of 2 items with a coefficient α = .77).

 Analyses

Latent profile analysis (LPA) of staff attributes and organizational climate measures were conducted using MPlus software. As counselors were nested within clinics, a bi-level model for estimating patterns with emphasis on within-program counselor differences was used.  The advantage of the LPA, the authors note, is that it has the ability to address incomplete data, using information from all cases (complete or incomplete), and assuming that missing information is unrelated to the values that are missing. 

The researchers based their decisions about the appropriate number of latent classes on the Bayesian information criterion (BIC), adjusted for sample size and entropy index (Muthen & Muthen, 2004). 

Multinomial logistic regressions of the latent grouping variable on program resources, program motivation and counselor background were performed in a second set of analyses, again with the MPlus software.  This was done to identify key predictors of the latent classification patterns. 

A third set of analyses using 2 models in a chi-square difference test, addressed the hypothesis that the latent groups were significantly different regarding innovations training and adoption.    

Limitations

The following limitations may inhibit the researchers' ability to generalize findings across a wide array of treatment programs:

• counselors and programs represent a convenience sample gathered from a large number of treatment programs covered by the ATTC;
• the data are cross-sectional in nature;
• some participating programs were motivated by the innovation training offered.

Findings

Three classes of counselor perceptions of organizational dynamics in work environments were discovered and labeled:

1.     isolated (43%),
2.     integrated (43%), and
3.     exceptional (14%). 

The ‘isolated' group was identified as having higher stress and also had lower cohesiveness and communication scores.  The ‘integrated' group had a positive view of the programs' climates and moderate stress.  The ‘exceptional' group showed low stress and high scores for other indicators, with cohesiveness the highest.

Considering the combined percentages (57%) for integrated and exceptional classes, a majority of the counselors had positive perceptions of their work environment.   Also, a majority of the counselors feel confident about their job efficacy and adaptability (scores of near or above 40 out of a 50-point scale).  

The level of organizational functioning in the work environment was found to be related significantly to various training-experience measures. 

The source of strongest discrimination came from the program resources domain.  All of these scales showed that those perceiving better offices, program staffing, training resources, equipment, and internet were more likely to be in the two higher treatment organizational dynamics work environment groups when compared to the isolated group.

The finding that experienced counselors were less likely to report integrated and supportive environments, a valuable ingredient for adopting new techniques, raises "special concerns" that should be studied further, note the authors.

Summary Review

The present research establishes the relationship of organizational climate as an aid in identifying whether counselors may be ready to engage in the process of adoption of innovations. 

The results emphasize the importance of communication, staff cohesiveness, clarity of mission, and work stress, which are key components of the organizational dynamics of the treatment programs.

Tools/Knowledge Objects/Resources

• Greener, J. M., Joe, G. W., Simpson, D., Rowan-Szal, G. A., & Lehman, W. E. K. (2007). Influence of organizational functioning on client engagement in treatment. Journal of Substance Abuse Treatment, 33(2), 139-147.
• Lehman, W. E. K., Greener, J. M., & Simpson, D. D. (2002). Assessing organizational readiness for change. Journal of Substance Abuse Treatment, 22(4), 197-209.
• Muthen, L. K., & Muthen, B. O. (2004). Mplus user's guide: Statistical analysis with latent variables. Los Angeles: Muthen & Muthen.
• Saldana, L., Chapman, J. E., Henggeler, S. W., & Rowland, M. D. (2007). The Organizational Readiness for Change scale in adolescent programs: Criterion validity. Journal of Substance Abuse Treatment, 33(2), 159-169.
• Simpson, D. D., & Flynn, P. M. (2007). Moving innovations into treatment: A stage-based approach to program change. Journal of Substance Abuse Treatment, 33(2), 111-120.

 

 

 

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