"Nimble is Exhausting": An Examination of Organizational Readiness for Change in a Small Nonprofit

Abstract

The study focuses on a national education nonprofit that has undergone three significant strategic shifts in recent years. This mixed-methods study examines the impact of organizational change on employee perceptions and organizational readiness within a small nonprofit organization. Using Weiner's (2009) theory of organizational readiness for change as a framework, the research analyzes survey data, interviews, focus groups, and documents to understand how organizational climate and leadership actions influence employee sensemaking and change readiness. Findings reveal a disconnect between espoused organizational values and leadership actions during periods of change, highlighting the adverse impact of continuous change on employee perceptions. The study recommends utilizing a structured change model, increasing the frequency of employee feedback mechanisms, and leveraging existing staff committees to promote bi-directional sensemaking and improve organizational readiness for future change initiatives.