{"id":144,"date":"2018-02-18T21:40:15","date_gmt":"2018-02-19T05:40:15","guid":{"rendered":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/?p=144"},"modified":"2018-02-18T21:40:15","modified_gmt":"2018-02-19T05:40:15","slug":"lrnt-525-unit-2-activity-1-adapting-to-the-individual","status":"publish","type":"post","link":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/lrnt-525-unit-2-activity-1-adapting-to-the-individual\/","title":{"rendered":"LRNT 525 Unit 2 Activity 1 – Adapting to the individual"},"content":{"rendered":"

Organizational readiness is a prevailing theme throughout the literature. Moving from Lewin\u2019s 3 stage model of change to expanded models that include further phases or steps, the theme still remains the same. That is, understanding what needs to be changed, planning the change, and the execution. Societal demands, technological improvements, and the ebb and flow of an economy slightly alter the approach. This seventy-year journey illustrates the subtle progress that comes from adaptation, reflections to gain a competitive edge, and technological changes. Although the models have their similarities in the approach, they also share a common notable dilemma \u2013 the buy-in, or \u201cshared team property\u201d (Weiner, 2009). Each stage is important but without the ground level employees comprehending and sharing the vision of the organizational change, the desired outcome will fall short. Employees embrace the change best by wanting to, rather than feeling obliged, and \u201ccommitment based on \u2018want to\u2019 motives reflect the highest level of commitment to implement organizational change\u201d (Weiner, 2009).<\/span><\/p>\n

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Source:\u00a0https:\/\/pixabay.com\/en\/feedback-white-male-3d-model-1889006\/<\/span><\/em><\/p>\n

I think this where technological advances can really play a vital role in change management. Every employee can have a company log-in that can identify what their personal motivation is. There may be a selection of three options to what motivates them as an individual, and as a team. For example, the options could be a) an extra hour of pay, b) lunch paid for on one shift, or c) a prize. As part of the planning process for change, a budget for incentives should be considered. I propose that the company has a four-tiered system for analyzing group changes. The first being at the individual level and the reward is given if the knowledge is acquired about the changes. The second tier involves small groups that work together at the same time\/ shifts. The third tier seeks to motivate entire departments, and the fourth tier is if the entire vision is completed.<\/span><\/p>\n

Level one \u2013 staff on the ground floor are provided with the knowledge of the change and are then tested on the information. (Individual commitment)<\/span><\/p>\n

Level two \u2013 teams that deliver the change are rewarded. This motivates other members of the team to guide any individual that is not committing to the change. (Social pressure)<\/span><\/p>\n

Level three \u2013 departments that deliver are rewarded. (Group dynamics)<\/span><\/p>\n

Level four \u2013 organization goals are accomplished are rewarded. (Vision has been completed)<\/span><\/p>\n

Each level creates buy-in, can be monitored, and measured. Past the individual tier of rewards, tiers two through four are decided by the majority votes from the individual\u2019s choice of group rewards.<\/span><\/p>\n

I can fully appreciate Lewin\u2019s 3-stage approach for its simple reminder of the basic premise of change, but, as you may imagine, I find Lueke\u2019s method applicable at a deeper psychological level as he \u201cstresses the importance of strong leadership in supporting change and motivating employees to accept change\u201d (Al-Haddad & Kotnour, 2015). My current employment mainly consists of rehabilitating survivors of brain injuries, and as such, the importance of them wanting to change is paramount to their success. <\/span><\/p>\n

In my view, leadership is the driver of change in the same way a driver of a carriage is. The driver (middle management) can guide the vessel to the direction of the passengers (upper management), but the horses (lower level employees) need to be able to move the carriage. The horses can be trained to bring one to a destination, but are more motivated if based on a reward system after reaching the desired destination. <\/span><\/p>\n

I felt that Weller and Anderson had a unique perspective in analyzing the success of higher institutions, and their direction. They aptly stated, \u201c[r]esilience requires adaptation and evolution to new environmental conditions, but retains core identity\u201d (Weller & Anderson, 2013), and I couldn\u2019t agree more. Digital learning environments require adaption and will change on its own or as Feldstein (2017) argues it will be changed within its own capacity by the users themselves. Furthermore, Weller and Anderson note the complexity of the application of resilience when stating, \u201cresilience can be seen at the individual level, it is [sic] best applied to the institutional level (Weller & Anderson, 2013). <\/span><\/p>\n

This leads me back to comparing industrial organization changes to developments in digital learning in education. In this era of technology and the ability to personalize so many factors, I wonder if identifying motivational elements could be the way of digital learning success. From teacher to student understanding the proverbial carrot might drive the motivation to bring prosperity. <\/span><\/p>\n

Resources<\/b><\/span><\/p>\n

Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change.\u00a0Journal of Organizational Change Management<\/i>,\u00a028<\/i>(2), 234-262.<\/span><\/span><\/span><\/p>\n

Biech, E. (2007). Models for Change. In Thriving Through Change: A Leader\u2019s Practical Guide to Change Mastery. Alexandria, VA: ASTD.<\/span><\/span><\/span><\/p>\n

Feldstein, M. (2017, May 28). A flexible, interoperable digital learning platform: Are we there yet? [blog post].<\/span><\/span><\/span><\/p>\n

Udas, K. (2008, June 30) Distributed learning environments and OER: the change management challenge. [bog post].<\/span><\/span><\/span><\/p>\n

Weiner, B. J. (2009). A theory of organizational readiness for change.\u00a0Implementation Science<\/i>,\u00a04<\/i>(67).<\/span><\/span><\/span><\/p>\n

Weller, M., & Anderson, T. (2013). Digital Resilience in Higher Education.\u00a0European Journal of Open, Distance and E-Learning<\/i>.<\/span><\/span><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Organizational readiness is a prevailing theme throughout the literature. Moving from Lewin\u2019s 3 stage model of change to expanded models that include further phases or steps, the theme still remains the same. That is, understanding what needs to be changed, planning the change, and the execution. Societal demands, technological improvements, and the ebb and flow … <\/p>\n

Continue reading “LRNT 525 Unit 2 Activity 1 – Adapting to the individual”<\/span><\/a><\/p>\n","protected":false},"author":89,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-144","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/posts\/144","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/users\/89"}],"replies":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/comments?post=144"}],"version-history":[{"count":1,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/posts\/144\/revisions"}],"predecessor-version":[{"id":146,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/posts\/144\/revisions\/146"}],"wp:attachment":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/media?parent=144"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/categories?post=144"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0041\/wp-json\/wp\/v2\/tags?post=144"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}