Although great care was taken to develop items that would
reduce to the intended factors, the inductive scale development procedures we used
meant that we were not sure what readiness-for-change factors would emerge.
Not knowing what factors would emerge meant that we could only speculate as to the
known scales that should be included to establish some initial level of convergent
validity when the readiness-for-change items were administered in a field setting.
However, the recent literature exploring organizational change has suggested a
number of personality factors and facets of an organization’s culture that could be
expected to correlate with readiness-for-change factors