After reading through the required readings I can surmise that all change theories carry the same rudimentary process (Al-Haddad & Kotnour, 2015). Despite the varying ways each change method or theory conducts their perspective phase or step, they generally revolve around the same concepts satisfying a specific milestone in order to progress to the next. There are outliers such as Crosby who theorized that a one-time perfect change was possible, however, these guidelines apply to many, if not most theories\/models.<\/p>\n
Identify: Whether or not a change is needed through an event, observation, change in the environment, etc. someone identifies the need for a change. This might require some translation or deduction to determine the root cause for the required change which helps determine what specific change(s) will improve the situation (Biech, 2007).<\/p>\n
Preparations\/Planning: Depending on the model, this step might be split into several phases, absorbed into another step, or perhaps even eliminated. Regardless, there is some form of change planning, research, investigation, discussion, feedback loop, alignment, advisory, consultation, etc. which helps best plan and prepare for the coming changes ahead (Biech, 2007).<\/p>\n
Execution: With the planning out of the way it\u2019s time to act. Some models add in phases for adaptation or continued planning during this step. Ultimately, this step is the action oriented part of the process despite specific details on how and when it is executed (Biech, 2007).<\/p>\n
Reflection: This step determines the success of a change (Biech, 2007). Without evaluation and measurement tools, it may be difficult to determine what areas were successful, what needs adapting, and what needs to be abandoned entirely (Mark Murray & Associates, 2008). Some models include strategic planning designed to ensure that the change is sustained (Antwi & Kale, 2014). Other models include in this step continuous improvement as the reflection continues and the change becomes more ingrained in the culture (Al-Haddad & Kotnour, 2015).<\/p>\n
Although, the generally guidelines haven\u2019t changed extensively throughout history, the details in how change management is adapting to new forms of technology is always being scrutinized.<\/p>\n
In his blog post\u00a0Feldstein\u00a0(2017) talks about a LMS journey that took over ten years and, at the time of the article, have yet to see any conclusion. The goal, to create a flexible online learning environment that can be utilized for various schools. The problem: continuous evolving educational disciplines and required specific applications\/programs; and the ever changing whole of online digital environments (Feldstein, 2017). This signifies the incredible importance of adaptability in change management as our current technological, economical, and societal contexts evolve.<\/p>\n
As Al-Haddad & Kotnour, (2015) looked through some of the literature history of change, we can see that each theory constantly evolved to adapt to the current culture at the time. As theories evolve many models include particular areas for adaptability and allow for new contexts to be introduced. The change theories covered in the readings don\u2019t specifically focus digital formats, economical, or societal obstacles, however many do include the adaptability to integrate these aspects into the change models.<\/p>\n
Personally, I can determine that some of the theories\/models align with my personal leadership style and others may not be as suited for me. As I said in a previous blog post, my leadership style is \u201cdemocratic participative visionary\u201d (Linds, 2018), this means that I lead by council and collaboration and I emphasise the wellbeing of staff. Combining this with my personality traits, I feel that the six-step CHANGE model, with perhaps a few adaptations, outlined by Biech (2007) is a suitable model that fits my personality.<\/p>\n
The CHANGE model is a very thorough process that goes through six phases:<\/p>\n
Challenge refers to disputing the status quo, in this model the change is initiated by observation rather than event (Biech, 2007). I may be willing to adapt the model slightly to include applicability to change made necessary by external forces as well as gaps in a system.<\/p>\n
Harmonize is the gained understanding from leadership. I may change this from specifically leadership to all stakeholders. As outlined in ADKAR: A model for change in business, government and our community<\/em> Hiatt (2006) states that awareness is vitally important. All stakeholders need to know, what the change is, why the change is necessary, and what would happen without the change. However, I realize this would only be possibly after step 4 once the design of the change process has been finalized.<\/p>\n Activate is the \u201cdesign phase\u201d (Biech, 2007, para. 54) when the selected design team determines the scope of the situation, the changes to be made, how the change impacts the rest of the system etc. The design should include both short-term and long-term goals to ensure quick wins enable enthusiasm for enhanced sustainability while maintaining the end goal (Biech, 2007).<\/p>\n Nurture is where the design is finalized and risk\/opportunity assessments are tested. In this step evaluation tools and measurement plans are developed and incorporated into the overall design. This may also be where I may add the awareness piece from the ADKAR model (Hiatt, 2006).<\/p>\n Guide is the step where all the planning the preparations turn into action. In this step we utilize the evaluation and measurement tools to focus on the short-term goals and report out the successes. The helps spur confidence and will ease resistance (Biech, 2007).<\/p>\n Evaluate is the last step and focuses on the change sustainability. Strategic measures are put into place to ensure the change continues to be performed and becomes habit. By maintaining and adhering to the new system, the change will eventually become part of the \u201corganizational culture\u201d (Biech, 2007, para. 57).<\/p>\n In my organization, we actually follow a very similar process when implementing change. Of course, the leadership have to be the main advocates.<\/p>\n In this model, leadership plays a vital role in every step. The leader must recognize the need for change; ensure the rest of the leadership team and executives understand the value of the change; select the design team and possibly lead the design team ensuring that all aspects from impacts to metrics to communications to habit are all accounted for; determine whether the risks assessments shows greater opportunities; and continue to be the advocate for the change once the change is completed.<\/p>\n One of the changes that we need to assess is how to make our digital learning environment a faster process, or how to ensure that our learners have more time and better access to educate themselves through our online modules and courses?<\/p>\n Our target audience consists of nurses, allied health professionals, clinicians, physicians, specialist, etc. All with very little time, especially during work hours, to take part in extra-curricular learning. There are many factors that we have to take into consideration for change. Our LMS is through a third-party vendor and has limitations as to what we can do and some changes may incur costs. The target audience generally uses older computers with older versions of web browsers which may slow or hinder the learner\u2019s access. Alberta Health policy does include mandates on education hours required to maintain health licensing, but what enablers are in place to allow our audience to access our resources? These are definitely attributes that cause us unique challenges different from other learning centres.<\/p>\n References<\/p>\n Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management<\/em>, 28<\/em>(2), 234\u2013262. https:\/\/doi.org\/10.1108\/JOCM-11-2013-0215<\/p>\n Antwi, M., & Kale, M. (2014). Change Management in Healthcare, (January). Retrieved from https:\/\/pdfs.semanticscholar.org\/4096\/8d2ea62c423946f0089aacfb9d3f461035ed.pdf<\/p>\n Biech, E. (2007). Thriving through change\u202f: <\/em>a leader\u2019s practical guide to change mastery. ASTD Press. Retrieved from https:\/\/library-books24x7-com.ezproxy.royalroads.ca\/toc.aspx?bookid=22651<\/p>\n Feldstein, M. (2017). A flexible, interoperable digital learning platform: Are we there yet? [blog post].<\/p>\n Hiatt, J. M. (2006). ADKAR: A model for change in business, government and our community. Fort Collins, CO: Prosci Learning Center Publications.<\/p>\n Mark Murray & Associates. (2008). Examining Demand , Supply and Activity ( DSA ), 1\u201313.<\/p>\n <\/p>\n <\/p>\n <\/p>\n","protected":false},"excerpt":{"rendered":" After reading through the required readings I can surmise that all change theories carry the same rudimentary process (Al-Haddad & Kotnour, 2015). Despite the varying ways each change method or theory conducts their perspective phase or step, they generally revolve around the same concepts satisfying a specific milestone in order to progress to the next. 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