Month: February 2018

Unit 3 – Activity 1

This was a very interesting time to evaluate project management and relate it to a recent program implementation at my workplace. This week specifically, we are finalizing the steps before going live with a huge corporate initiative that has been in the works for over two years. Although the nature of the project is still under embargo and I am unable to share publically what the details are, I will do my best to articulate some of the problems, learnings, and methods used during this process.

The project undertaking is the largest program implementation our organization has launched in over 50 years and is related to a customer experience enhancing program. The problem can be classified as a Type II problem situation where the issue is very clear; however, the potential solutions are not (Conway, Masters, & Thorold, 2017). Dozens of departments are involved and almost one hundred personnel touchpoints were included throughout the process.

The basic project management framework was used from the beginning and included the very broad stages of initiating, planning, executing, monitoring, and closing phases (Knolscape, 2013). This was specifically outlined at the vision sharing introductory meeting and all parties involved were crystal clear on the intention, vision, and overall direction of the project.

As the months went on, it became obvious that the project was facing diversity and barriers along the way. These included regulation, legal, and infrastructure problems. Teams were set up to tackle the barriers and work around them based on the circumstances they were faced with demonstrating agility which allowed the project to move forward (Conway et al., 2017).  Although the external barriers were being managed one step at a time, the real issues began to arise from within. In my opinion, the lack of one solitary project manager appointment was the first mistake. There were various “leaders” appointed to oversee the project, however, there was no central voice of truth or ultimate accountability. With communication being one of most critical skill sets when implementing change (Watt, 2014), the lack of unified messaging negatively impacted the dissemination of key information throughout the stages of this project. Several different communication channels led by the various leaders caused inefficient message delivery and altered expectations between working groups.

Although the context is within a different industry, the success seen through the University of Central Florida (n.d.) regarding the alignment from all levels of the project group, including executive level individuals all the way to the supporting team members is essential to the success of the initiative. In our case, we definitely had leadership; however, it was not unified and ultimately caused disorganization.

Overall, I don’t believe there was a true systems method for planning, there were interpretations from each person on how they thought the project should look and be executed however there was no real system or structure in place, simply a vision on what problem needed to be solved. In hindsight, knowing what I know now about finding the balance between systems thinking and acting like an entrepreneur, I believe that the systems approach laid out by Conway et al. (2017) outlines the method well and how I see myself managing ill-defined projects in the future. With a focus on the problem, the problem situation, and the power dynamics while combining the actions of an entrepreneur, where creativity, navigation through barriers, and a more unconventional approach to design, can allow for a strong balance to execute projects in large corporate environments.  

Conway, R., Masters, J., & Thorold, J., (2017). From design thinking to systems change: How to invest in innovation for social impact. Royal Society of Arts, Action and Research Centre.

Knolscape. (2013). Introduction to Project Management.

University of Central Florida (n.d.). Institutional capacity and readiness.  

Watt, A. (2014). Project Management. Victoria, BC: BCcampus.

How have the theories/models for change adapted to take into consideration our current technological, economic and societal contexts?Where I think the biggest shift has occurred when considering the current technological, economic, and societal contexts, is the overarching alteration from organizational development to change management. Al-Haddad (2015) states that change management takes into consideration both the human and business needs when it comes to change. With what we know of our current context and the importance of taking a human-centric approach to design and management (Mattelmaki, Vaajakallio & Koskinen, 2014), it is necessary for organizations to move from the one size fits all approach to change and “unfreeze mindsets and create a motivation to change” (Weiner, 2009, p.2).

Which theories/models do you think best align with your own approach to leadership? Do these approaches align with your organizational context?When examining my personal approach to leadership, change management as a whole aligns best. Elements of planning, organizing, leading, and controlling (Al-Haddad, 2015) all parallel how I operate and lead my teams through smaller scaled change. When I consider this approach with relation to whether or not it aligns in my organizational context as a whole, I believe it does (kind of). I have very recently been a bystander to a complete corporate overhaul. When I began working for my organization, it was a casual, laid-back business that made decisions based on “gut feels”. In recent months, a structured leadership team has since taken over and the elements of planning, organizing, and controlling have become paramount in the way they are managing and leading this corporate change (Al-Haddad, 2015). For myself personally, as a training manager for a corporate retailer, I believe the structure I have within my leadership style specifically, aligns well with the very tumultuous retail industry. I am encouraged to see that structure, direction, and clarity are now core values held by the new executive leadership team going forward. Ultimately allowing our organization to effectively tackle the uncertain future of bricks and mortar retail better than ever.

What role does leadership play in managing change?One of the simplest yet profound statements within the article from Al Haddad (2015) was that organizations and leaders must work to remove destructive barriers to be able to effect change. Leaders who can identify these barriers and move past the status quo will be instrumental in leading and managing change. From my experience, leaders set the tone within an organization, and if they can successfully instill confidence in their people and create a buy-in for all to have a common vision to see through the change, then the role of the leader will be the most important factor when going through organizational change. 

Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), 234-262.  

Mattelmäki, T., Vaajakallio, K., & Koskinen, I. (2014). What happened to empathic design?. Design Issues, 30(1), 67-77

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(67).

Important attributes of a leader when working in digital learning environments

Khan (2017) outlines the complexity that education faces and how changes in learning technologies play a key role, ultimately demanding flexibility when it comes to leadership. When evaluating important attributes of leaders within digital learning environments, there are many elements that contribute to success in complex and rapidly changing work environments.

In my personal opinion, one of the most important and critical attributes of an innovative leader, is the capability of recognizing and understanding the fears that others have when it comes to technology. Leaders should be able to acknowledge the fears associated with the unknown and create space for their followers to share their apprehensions (Sheninger, 2014). If the fears and uncertainties are recognized and understood, leaders can then unite their followers to reach a common goal. Value-based leadership is a theory laid out by O’Toole (2008) whereby leaders influence others by providing opportunities for their follows to reach their goals and realize their dreams. In digital learning environments, I see this open-minded approach to leadership as being effective for transcending confidence and capabilities. The characteristics of value-based leaders that are of great importance within digital learning environments include the attributes of reflecting honesty on experiences and even more so on failures (O’Toole, 2008). Traits that embrace the uncertainty and mistakes that come along with it align perfectly to the complex environments of the ever changing digital world. 

Which theories of leadership do you think work best in leading change within digital learning environments?

When you consider adaptive leadership through the context of digital learning environments, it contains many key factors that support the flexibility required to lead in this setting. If leaders possess the ability to consider external factors, create solutions by changing behaviours when necessary, all while remaining agile, will find success in digital learning environments (Khan, 2017). I also believe that elements of shared leadership through collaboration and social influence can positively impact leadership within digital learning environments (O’Toole, 2008). Oftentimes in unknown and changing environments, we are entering the new world collectively. Combining the efforts and skills of others to embrace change together, can stimulate alignment right from the start. 

Lastly, elements of the cognitive leadership theory wherein leading happens through idea generation (O’Toole, 2008), would work well in leading change within digital learning environments. Change, regardless of industry or profession, is all about disrupting the status quo. Therefore, when a leader is able to generate and stimulate ideas through knowledge, they can connect their intellect with shaping the minds of their organization (Hewlett, 2006). Ultimately creating understanding and buy-in for new and innovative changes and new direction. Like most things, balance is essential, and after learning more about leadership theories, characteristics, and attributes, it is evident that a strong balance between many core leadership traits can contribute to success when leading in digital learning environments.

How would you describe your approach to leadership? Has the introduction of digital technologies made an impact on how you lead?

I believe that my approach to leadership has remained rather consistent throughout the various positions I have held within my career. When looking at some of the core leadership theories outlines by James O’Toole (2008), I believe my style falls somewhere between cognitive, shared, and servant leadership.  I have always looked at leadership through the lens of the learner (follower) and determined success based on how the capacity transfer occurs and whether capabilities of said follower have improved. My ultimate goal as a leader has always been to see my team develop into leaders that are “better than me”.

A recent shift in career as well as a focus on digital learning environments through the MALAT program at Royal Roads has impacted my vision for how I will lead in the future. The importance of empathy, which was introduced in our previous design course, became top of mind not only for design processes but in leadership considerations as well. Empathic design considers individual desires, life experiences, emotions, and promotes collaboration and open-mindedness (Mattelmaki, 2014). All of these characteristics have influenced the way I not only design, but lead as well. Specifically, tying it back to one of the critical attributes I mentioned above, taking an empathetic approach to acknowledging the fear associated with technology and innovation is essential for breaking any barriers as a leader in this environment (Sheninger, 2014). By truly reflecting on my leadership and being mindful of the needs, wants, and worries of my team through open communication, I believe that the self-esteem and confidence has been gained by others through my leadership (Castelli, 2015). The impact of this shift in mentality has helped improve motivation and increase performance by my team when I am overseeing the success of projects and managing results in the complexity that is the digital learning environment.

References

Castelli, P. (2016). Reflective leadership review: a framework for improving organisational performance. Journal of Management Development, 35(2), 217-236.  

Hewlett, R. (2006). The cognitive leader : Building winning organizations through knowledge leadership. Lanham, Md.: Rowman & Littlefield Education.

Khan, N. (2017). Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison. The International Review of Research in Open and Distributed Learning, 18(3).  

Mattelmäki, T., Vaajakallio, K., & Koskinen, I. (2014). What happened to empathic design?. Design Issues, 30(1), 67-77.

O’Toole, James (2008). Notes Toward a Definition of Values-Based Leadership. The Journal of Values-Based Leadership, 1(1).  

Sheninger, E. (2014). Pillars of digital leadership. International Centre for Leadership in Education.