Infographic created Visme (www.visme.co)
The goal of this assignment was to display how change is addressed by two professionals in digital learning through creating a one-page visual infographic to compare the approaches. The first individual interviewed is a leader of online digital design (designated as “1” on the infographic), and the second individual is a program coordinator for non-for-profit brain injury services (designated as “2” on the infographic).
Both individuals were asked to identify an organizational change that involved digital learning, what steps were required by the leaders in this change, and what challenges were presented. After interviewing these two professionals about their experiences with leading changes in a digital setting, there seemed to be an alignment with Biech’s CHANGE model (Biech, 2007). I thought this was interesting as Al-Haddad and Kotnour suggest, “organizations undergoing change vary significantly in their structure, systems, strategies and human resources” (Al-Haddad & Kotnour, 2015, p. 234). When comparing these two interviews there were differences in the structure and human resources, but systems and strategies seem aligned. That is, to identify what change is needed, find a strategy and leaders to create the change, find commitment by the leaders and staff to understand the vision, design the approach to change the system, execute and monitor the learning, and to then evaluate the learning.
Weiner (2009) discusses aspects of organizational change within the healthcare system. He notes, “…organizational members take into consideration the organization’s structural assets and deficits in formulating their change efficacy judgments” (Weiner, 2009, p. 3). As both individuals are leaders in health care, there were similarities, and some differences, in the challenges that they faced. Both leaders noted that change seemed to be precluded by a sense of urgency or an ad hoc approach. Additionally, both felt that having the support from their superiors was the pinnacle of their success in leading the change. The greatest difference seemed to come from the organizational style. As the first individual is embedded in a formal institution the challenges can be setbacks from upper management due to budget limitations, a “top-down” decision making process, and with “siloed” departments. The second individual is a leader in a not-for-profit organization and although the budget was again noted as a concern there is greater flexibility in negotiating change with the head of the organization.
There was a view that was echoed by both individuals – that although there is a short-term cost to implement digital learning changes, the long-term gain is extraordinary. The modules that are created enhance performance, maintain a record of engagement with staff and promote confidence in leaders and staff. Digital learning creates an atmosphere of growth and retention. Furthermore, similar to digital learning in an educational setting the flexibility of health care workers having a variety of shifts makes it difficult to arrange formal training in a classroom setting. Embracing digital learning means acknowledging the solutions of adaptability in advancing a team’s knowledge.
It was noted in both individuals that upcoming projects in digital learning the catalyst of change hinges of the financing available. The first individual spoke about Periopsim (a virtual reality operation room for surgeons and nurses to practice), and the second individual referred to Naloxone training (emergency response to fentanyl overdose). It is unfortunate that the planning, and roll-out, of these, could be postponed due to budget restrictions. The concept of healthcare is multi-faceted and includes preventative approaches. Is there a price on someone’s life?
References
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.
Biech, E. (2007). Thriving through change: A leader’s practical guide to change mastery. American Society for Training and Development.
Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(1), 1–9.
