{"id":39584,"date":"2026-10-22T12:20:30","date_gmt":"2026-10-22T10:20:30","guid":{"rendered":"https:\/\/www.fsyc.org\/?p=39584"},"modified":"2026-11-02T12:56:12","modified_gmt":"2026-11-02T11:56:12","slug":"fscs-evaluation-and-knowledge-management-department-moves-towards-more-agile-and-accurate-evaluation-of-change-processes","status":"publish","type":"post","link":"https:\/\/www.fsyc.org\/en\/news\/fscs-evaluation-and-knowledge-management-department-moves-towards-more-agile-and-accurate-evaluation-of-change-processes\/","title":{"rendered":"FSC’s Evaluation and Knowledge Management Department moves towards more agile and accurate evaluation of change processes"},"content":{"rendered":"

Change rarely happens overnight. Before a person alters a behaviour or a situation, they may go through a number of different moments: from not considering that there is anything to change, to starting to think about it, making a decision, putting specific changes into practice and, finally, managing to sustain them over time. This journey is known as the stages of change. In recent months, FSC’s Evaluation and Knowledge Management Department has analysed various tools for assessing the stages of change and readiness to change, with the aim of identifying alternatives that gather relevant information more quickly and efficiently.<\/strong><\/p><\/blockquote>\n

The concept comes from Prochaska and DiClemente’s transtheoretical model (1983, 1984), initially developed from the study of behaviour change processes and later applied to a range of fields. Its main contribution is the understanding that people can be in different positions in relation to the same goal for change, and that these positions can shift over time. Not everyone starts from the same point or is able to progress in the same way: people may move forward, run into difficulties, slip back and move forward again.<\/p>\n

This idea is particularly relevant to social care and integrated health and social care interventions. A person may be ready to make changes in one area of their life and, at the same time, not yet be considering them in another. They may be thinking about changing a behaviour without having made a decision, they may have decided to do so without yet having a plan, or they may simply have begun changes that still need to become established. That is why knowing where a person is in the process can help to build a better understanding of their progress and to tailor the intervention to their needs.<\/p>\n

This is one of the concepts that the Evaluation and Knowledge Management Department of the Health and Community Foundation (FSC) is reviewing as part of its work, in order to improve the variables collected and analysed in intervention processes. The first challenge is to broaden the view of the stages of change so that they are not tied solely to drug dependence. The aim is to be able to use this perspective to understand different change processes that may take place in the services FSC runs and manages, such as regaining autonomy, leaving a situation of violence, finding housing or changing certain behaviours.<\/p>\n

This reflection also raises a practical question: how can we gather this information simply, without needlessly adding to the burden of interviews? In recent months, FSC’s Evaluation and Knowledge Management Department has reviewed various tools used to assess the stages of change or readiness to change, looking for ways of obtaining useful information in as little time as possible. As part of this review, it has examined the move from instruments such as SOCRATES to URICA and then to its short form, URICA-S. The latter reduces the number of items from 32 to 16, keeping the instrument’s four main dimensions and cutting the time needed to administer it.<\/p>\n

However, the aim goes a step beyond finding a shorter questionnaire. One of FSC’s lines of work is to move towards assessment tools short enough to fit naturally into interviews, reserving longer questionnaires for cases that call for a more in-depth look. The idea is that gathering information on a relevant variable need not mean adding a new battery of questions to an already lengthy interview.<\/p>\n

With this in mind, work is under way on a proposal for a very short scale that would allow practitioners to place a person within their process of change in relation to a specific goal, using a series of simple descriptions. The proposal includes ten positions that offer greater precision than the model’s five classic stages, but it does not seek to establish ten distinct psychological stages. Rather, these are positions along a continuum of change that make it possible to observe a person’s progress in greater detail.<\/p>\n

This line of work reflects one of the priorities of our organisation’s Evaluation and Knowledge Management Department: making evaluation increasingly useful without necessarily making it more complex. It means identifying what information really matters, reviewing the tools available and adapting them to the characteristics of the services and the people supported.<\/p>\n

The proposal is still being developed and will need to be tested before its ultimate usefulness can be assessed. The next planned step is to analyse how different professionals interpret and apply the various positions, identify possible difficulties and refine the definitions before moving on to further stages of evaluation.<\/p>\n

Ultimately, understanding the process of change is not just about knowing whether or not a person is changing, but about being able to identify where they are, how they are progressing and which circumstances may be helping or hindering that process. Improving the way this information is gathered makes it possible to keep moving towards evaluation that is more accurate, more agile and more closely connected to the reality of the interventions carried out at FSC.<\/p>\n","protected":false},"excerpt":{"rendered":"

Change rarely happens overnight. 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