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“One-size-fits-all methods frequently result in failing change.” (Kotter & Schlesinger, 2013)

To further build upon Kotter and Shlesinger’s narrative, the process of change is then multifaceted, interconnected, and intersectional. A significant body of research on system theories indicates that “a change in any part of the system creates change throughout the system” (Biech, 2007). Thus, this cause-and-effect would require organizations to consider and account for many interconnected elements to be successful. From consultations with two experts in the field and personal experience, I have curated an infographic (see Figure. 1) that identifies six essential elements for leading change in digital learning environments (DLE) and a business organization, guided by a set of principles drawn from the research literature. The infographic and the explanatory text are not a step-by-step model for change but rather provoking thoughts and asking questions when managing change in DLE.

Figure 1
Leading Change in DLE Infographic

1. Analyze and Assess the Need for Change
   One of the many critical aspects of leading change is, according to Moore (2011), “understanding where your organization sits today and what processes it needs to improve, change or transform” (para. 6). Al-Haddad & Kotnour (2015) further pressed upon the importance of this essential first step as “the organization needs to identify the environmental conditions required for the change plan to succeed” (p. 244). In an organization or DLE setting, it is imperative to strike a balance between “scholarly quality and practical relevance” (Pettigrew et al., 2001) to identify the three aspects of change as suggested by (Anderson & Ackerman-Anderson, 2010) content, people, and process of change.

2. Create a Vision and Common Direction
   Leading change requires creating a vision, common direction, and empowering others to act on it. This shared vision often involves a cultural shift, a change in language, and forming an attitudinal strategy for change (Biech, 2007). Additionally, an interview with a leader in the field on February 17, 2021 (S. Ippersiel, personal communication) emphasized the importance of including people involved to learn their process. More importantly, create an open environment to express their needs and share expertise to get their “buy-in.”

3. Communicate with Honesty and Integrity
   In the interviews with the experts in the field, both have identified communication as a critical aspect of leading change. In particular, continuous communication with honesty and integrity. A cohort member (JP. Joubert, personal communication, February 19, 2021) shared an experience where honest communication was sprung upon them at the very last minute, leaving people feeling shocked and demoralized.  Jacobs et al. (2013) echoed the importance of communication and regular meetings with employees to facilitate change.

4. Embrace the Learning Technologies
   According to a survey done by McGraw Hill (2017 Digital Study Trends, 2017), 94% of learners say that digital technology helps them retain new concepts. Thus, learning technologies are changing how learners and professors connect, communicate, and collaborate in physical and online environments. The same can be said in the business environment, as Schwertner (2017) indicated that technology breaks down barriers between people, businesses, and things. Additionally, the leader in the field identified that it is a priority to consolidate the technological structures and support from the Informational Technology department (S. Ippersiel, personal communication, February 17, 2021).

5. Authentic Leadership
   Biech (2007) has emphasized the importance of authenticity in DLE. Jacobs et al., 2013 dove in more resonant with “effective leadership anticipate the negative effect of an organizational change programme, whereas ineffective leadership fails to do so” (p.738). From the interviews, both experts mentioned the effectiveness of distributed leadership (S. Ippersiel, personal communication, February 17, 2021), less autocratic, inclusive, and egalitarian leadership approach (JP. Joubert, personal communication, February 19, 2021).

6. Commitment to Success
   Successful change “depends on a shared responsibility and the involvement of everyone in the organization” (Biech, 2007). Biech further explicates the measurement of the organization’s readiness for change is a feeling of commitment. It is also important to note that short-term change has been recognized in the literature as more successful than long-term change (Shields, 1999). Therefore, it is imperative to have short and long-term plans and plans to adapt over time.

To conclude, it is essential to highlight that both experts in the field shared their past experiences with change and leading change. Through their stories, it is apparent that they are authentic leaders with much wisdom to share. Guided by literature, the six essential elements are drawn from thoughtful interviews and personal experience. In addition to the essential elements, the infographic offers thought-provoking questionnaires to help navigate through the complex and multifaceted world of leading change in DLE.

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References:

2017 Digital Study Trends. (2017). McGraw Hill. https://www.mheducation.com/highered/explore/studytrends.html

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. https://doi.org/10.1108/JOCM-11-2013-0215

Anderson, D., & Ackerman-Anderson, L. S. (2010). Beyond change management (2nd ed.). 323._https://royalroads.skillport.com/skillportfe/main.action?assetid=41035

Biech, E. (2007). Thriving Through Change: A Leader’s Practical Guide to Change Mastery. https://ezproxy.royalroads.ca/sso/skillport?context=22651

Jacobs, G., van Witteloostuijn, A., & Christe‐Zeyse, J. (2013). A theoretical framework of organizational change. Journal of Organizational Change Management, 26(5), 772–792. https://doi.org/10.1108/JOCM-09-2012-0137

Kotter, J. P., & Schlesinger, L. A. (2013). Choosing Strategies for Change. https://projects.iq.harvard.edu/files/sdpfellowship/files/day3_2_choosing_strategies_for_change.pdf

Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying Organizational Change and Development: Challenges for Future Research. Academy of Management Journal, 44(4), 697–713. https://doi.org/10.5465/3069411

Schwertner, K. (2017). Digital transformation of business. Trakia Journal of Science, 15(Suppl.1), 388–393. https://doi.org/10.15547/tjs.2017.s.01.065

Shields, J. L. (1999). Transforming Organizations. Information, Knowledge, Systems Management, 1(2), 105–115.