This course has broadened my understanding of change management theories and methodologies. Having used PROSCI’s methodology almost exclusively over the last 10 years, it was refreshing to examine change management in a new light. The course also reminded me of the importance of project management. While I have always tracked my time, budget, and deliverables carefully for client projects, the readings in the course provided a good reminder to keep key stakeholders involved and aware of my progress.
As an independent consultant, I am rarely in the position to lead change within organizations in a formal capacity. Rather, my form of leadership comes in the form of recommendations to my clients, based on theory, experience, and best practice. Using influence and interpersonal skills has been the most effective way for me to encourage change.
Having been involved in multiple large-scale, complex organizational transformations in the past, I have no desire to go through that process again. Change is tough at the best of times, and though I am more than capable of fulfilling change management roles, I much prefer to limit my scope to change within the realm of digital learning, which is easier to manage.
Overall, my perspective on leading change for digital learning environments has not changed significantly. I have a deeper appreciation for the theories that underpin change management and project management, and the course provided good reinforcement for work I am already doing as part of my daily responsibilities.
It is always nice to recognize that you are doing things well and there is value in getting that reinforcement in an academic setting. I am so pleased you took the opportunity to look beyond PROSCI if only to affirm that it meets your professional needs. I think it is difficult to ensure stakeholders are kept informed of project progress when you are working as a contractor and somewhat removed from the company culture. Ensuring that your progress report is shared and read is sometimes out of your hands. I agree that you need to cultivate a special type of social leadership and your comments reminded me of step one in Otto Scharmer’s Seven Leadership Capacities – Holding the Space.
Leaders must create or “hold” a space that invites others in. The key to holding a space is listening: to yourself (to what life calls you to do), to others (particularly others
who may be related to that call), and to that which emerges from the collective that you convene. But it also requires a good deal of intention. You must keep your attention focused on the highest future possibility of the group. (2008, p. 56)
(excerpt from Uncovering the Blind Spot of Leadership – Leader to Leader – Vol. 28, Issue 47)