Table 2.

Items From the Survey of Organizational Attributes for Primary Care (SOAPC)32 and the Competing Values Framework (CVF)34

SOAPC items
Communication

  • 1. When there is a conflict in this practice, the people involved usually talk it out and resolve the problem successfully.

  • 2. Our staff has constructive work relationships.

  • 3. There is often tension between people in this practice.

  • 4. The staff and clinicians in this practice operate as a real team.

Practicewide decision making

  • 5. This practice encourages staff input for making changes and improvements.

  • 6. All of the staff participates in important decisions about the clinical operation.

  • 7. The practice defines success as teamwork and concern for people.

  • 8. Staff are involved in developing plans for improving quality.

Nurses’ participation in decision making

  • 9. This practice encourages nursing and clinical staff input for making changes and improvements.

  • 10. Practice leadership discourages nursing staff from taking initiative.

Busyness

  • 11. It’s hard to make any changes in this practice because we’re so busy seeing patients.

  • 12. The staff members of this practice very frequently feel overwhelmed by the work demands.

  • 13. The clinicians in this practice very frequently feel overwhelmed by the work demands.

  • 14. Practice experienced as “stressful.”

  • 15. This practice is almost always in chaos.

  • 16. Things have been changing so fast in our practice that it is hard to keep up with what is going on.

History of change

  • 17. Our practice has changed in how it takes initiative to improve patient care.

  • 18. Our practice has changed in how it does business.

  • 19. Our practice has changed in how everyone relates.

CVF items pertaining to market orientation

  1. The practice is a very controlled and structured place. Formal procedures generally govern what people do.

  2. The leadership in the practice is generally considered to exemplify coordinating, organizing, or smooth-running efficiency.

  3. The management style in the practice is characterized by security of employment, conformity, predictability, and stability in relationships.

  4. The glue that holds the practice together is formal rules and policies. Maintaining a smooth- running organization is important.

  5. The practice emphasizes permanence and stability. Efficiency, control, and smooth operations are important.

  6. The practice defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical.