Mart and Peermohamed discussed the value of the change model they use, Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) (K. Mart, personal communication, February 17, 2020; F. Peermohamed, personal communication, February 20, 2020).\u00a0 As they explained this model, I realized that it has a lot in common with Theory O (Biech, 2007, para. 6) as each one focuses on participation between the organization, the leader of the change, and the staff members.\u00a0 If used in a digital learning environment, these theories encourage team members to work with the change.\u00a0 Weiner (2009) posits that when team members accept the change, regardless of the reason, they are more apt to accept the transformation.<\/p>\n
The team on which Brown is a member does not use a change management theory (J. Brown, personal communication, February 18, 2020).\u00a0 In listening to her describe what is taking place, I believe the leader applied systems theory (Biech, 2007, para. 3) to implement the digital change across two organizations; also, the team consists of members from both organizations, resulting in change for both systems.\u00a0 Early in the project, the leader of the team engaged the members in an activity, in a face-to-face setting, which encouraged empathy throughout the project (J. Brown, personal communication, February 18, 2020).\u00a0 Once the members returned to their home site, the activity connected them and provided the necessary tools to continue the work surrounding the change, following systems theory (Beich, 2007, p. 3).<\/p>\n
Leading digital change is a challenging task.\u00a0 In order to have a successfully implemented change, leaders need to have tools available throughout the process.\u00a0 Based on my conversations with two leaders of digital change management and one member of an ongoing team experiencing digital change, teams, by nature of the knowledge, skills, and personalities of the members, have differing needs. \u00a0It is up to the leader to select and apply the best tools and approaches to ensure success.<\/p>\n
Figure 1<\/p>\n
![\"\"](\"https:\/\/malat-webspace.royalroads.ca\/rru0108\/wp-content\/uploads\/sites\/132\/2020\/02\/Inforgraphic-198x300.png\")
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References<\/p>\n
Al-Haddad, S., & Kotnour, T. (2015).\u00a0Integrating the organizational change literature: a model for successful change.\u00a0Journal of Organizational Change Management<\/em>,\u00a028<\/em>(2), 234-262. Retrieved from https:\/\/doi-org.ezproxy.royalroads.ca\/10.1108\/JOCM-11-2013-0215<\/u><\/p>\n Biech, E. (2007). Models for Change. In Thriving Through Change: A Leader\u2019s Practical Guide to Change Mastery<\/em>. Alexandria, VA: ASTD<\/p>\n Castelli, P. A. (2016). Reflective leadership review: A framework for improving organisational performance. The Journal of Management Development, 35<\/em>(2), 217-236. doi: http:\/\/dx.doi.org.ezproxy.royalroads.ca\/10.1108\/JMD-08-2015-0112<\/p>\n Feldstein, M. (2017, May 28). A flexible, interoperable digital learning platform: Are we there yet? [Blog post]. Retrieved from https:\/\/eliterate.us\/flexible-interoperable-digital-learning-platform-yet\/<\/p>\n Weiner, B.J. (2009). A theory of organizational readiness for change.\u00a0Implementation Science, 4<\/em>(67). doi: 10.1186\/1748-5908-4-67<\/p>\n","protected":false},"excerpt":{"rendered":" Change.\u00a0 That word elicits emotions ranging from trepidation to exhilaration.\u00a0 Change management theories can help leaders in digital learning environments guide their teams through changes, ensuring a successful implementation.\u00a0 With the speed that technology is advancing, change is the norm rather than the exception. While there is no formula to enable a leader to manage … Continue reading Change Management in Digital Learning Environments<\/span>