The relationship between Organizational Diagnosis and Organizational Change Capacity among Nursing Personnel

Background: Multiple and overlapping change initiatives become the norm rather than an exception, thus exert additional pressure on organizations hoping to start with organizational diagnosis assessing and applying dynamic capabilities lens allows addressing such challenges through the concept of organizational capacity for change. Aim: Assess the relationship between organizational diagnosis and organizational change capacity among nursing personnel. Design: A quasi-experimental research design was utilized. Setting: The current study was conducted at Badr University Hospital. Subjects: A convenience sample was used as no = 60, equal 28 Staff nurse, 21 head nurses, and 11 supervisors. Tools of data collection: Two tools were used: the 1^st was the self-administrative organizational diagnosis questionnaire, which consisted of (30) items contained six dimensions; each dimension contained (5) items, and 2^nd was the organizational change capacity questionnaire, which consisted of (36) items contained six dimensions, each dimension contained (6) items. Results: Showed that (90%) of the studied nursing personnel gained a high level of organizational diagnosis during the post-test and (86.7%) at follow-up test as linked with the pre-test (28.3%). As well, (91.7%) of the studied nursing personnel gained a high level of organizational change during the post-test, shadowed by follow-up test (86.7%) as paralleled with the pre-test (23.3%). Conclusion: There were a positive highly statically significant relationship between total organizational diagnosis (dimensions) and organizational change capacity (dimensions) during pre, post, and follow-up among the studied among nursing personnel. Recommendations: Improve nursing staff's understanding of organisational diagnosis and its impact on health and organisational change capacity.