Table 1 Overview of the three concepts of the Organizational Readiness for Change (ORC) theory and the main categories (in bold) and subcategories from study before implementation and follow-up study

Change efficacy

Professionals´ belief in the collective ability to organize and carry out the planned actions involved in the implementation

Increased knowledge

Encountering next of kin

Safety in palliative care

Increased knowledge facilitates development

Increased awareness of communication with next of kin

Awareness enables safety

Consensus in the team

Increased interprofessional communication

Space for reflection

Enhanced team spirit

Increased awareness of the importance of good interprofessional climate

Increased self-reflection

Change commitment

Joint decision to pursue the actions required for the implementation

Vision for the future

Opportunities over obstacles

Creating routines/guidelines

Trust in leadership

Uncertainty about future plans

Solution-focused approach

Structure of the ‘ship’

Confidence in leadership

Contextual factors

Condition that affects organizational readiness for change such as resources, structure and culture

Insufficient resources and prioritisation

Financial resources

Parallel development work

Lack of time

Barriers in the organization

Economy – a brake pad

Parallel development work

Time limits the improvement work