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In today\u2019s intricate and involved educational environments, higher education organizations operate in an ever-changing world. It is imperative that when considering change that we understand technology, student demographics and our connected world (Castelli 2016). Outdated traditional thinking will not help organizations progress. Complex change needs a leadership strategy that is flexible, supportive, and ethical (Khan 2017). Higher education organizations are presented with many opportunities and challenges because of the information revolution (Weller 2013).\u00a0<\/span><\/p>\n For my LRNT 525 assignment one I was asked based on our readings and networking activities in Unit 2 to create a one-page visual that displays how change is addressed by leaders in digital learning environments using a tool of our choice including an explanatory text that helps frame our current thinking about how successful change can be organized within an organization. I asked seven people to participate but only four gave consent. There were three questions asked.<\/p>\n Instead of using real names and titles the participants and I chose a nom de guerre that gave some very general insight into their persona or role. I then summarized their responses and have created an infographic displaying their responses. There is a short textual synthesis of my diagram and includes an approach that aligns with established change models and theories and the role leadership plays in change.<\/p>\n Cognizance\u00a0\u00a0<\/strong>\u00a0<\/span>\u00a0<\/span><\/p>\n The impression the leader has of others shapes behaviors and limits his or her perceptions of reality. Reflective practices help dispel these assumptions by questioning and challenging them, thus allowing for new insights to emerge (G\u00f6ker & Bozku\u015f 2017). Before change can be implemented leaders must observe, discover, and understand. This cognizance can prove challenging as the things that people are and what they want are always changing, making being a leader of change no easy task (Kouzes, J., & Posner, B. 2011). By observing and understanding what the task demands are, what the resource availability is, and situational factors are, change efficacy can be reached (Wiener 2009). Through cognizance we can build a safe environment, be a role model and show integrity. Participants had quite different responses. Some participants experienced changes that they considered successful, and others did not.\u00a0<\/span>\u00a0<\/span><\/p>\n Readiness\u00a0\u00a0<\/strong>\u00a0<\/span>\u00a0<\/span><\/p>\n Vital precursors to the successful implementation of complex change in organizations is readiness. (Weiner 2009). First, to have organizational readiness it is important to be aware that change, especially in digital learning environments, is multi-level and multifaceted. At one end of the spectrum, an organizational member could be confident that they could implement an organizational change successfully yet have little motivation to do so. The opposite is also possible. Second, change fatigue is another consideration to be aware of and that although organizations may have the best resources, change fatigue can impact motivation. Third, digital literacy issues can impact motivation. Finally, if motivation is not there and the change does not align with people’s values, change cannot happen. Readiness is a shared psychological state in which organizational members feel committed to implementing an organizational change and are confident in their collective abilities to do so (Wiener 2009). Consistent leadership messages and actions; information sharing through social interaction, and shared experience can make organizations ready. Half of participants stated that they did not feel ready or supported to embark on digital change and the other half said they felt unsure but supported.\u00a0<\/span>\u00a0<\/span><\/p>\n Resonance\u00a0\u00a0\u00a0\u00a0<\/strong><\/p>\n By bringing everyone else up to an equal level we can be a true leader (Sandra Norum, Voices). By meeting with those who the change will affect and communication between teams and designing with simplicity we can achieve this. If people are afraid to say they do not understand, change will be difficult. Leadership in digital environments is not about flashy tools, it is understanding how individuals and groups feel. (Sheninger, E., 2014). If a leader’s message resonates, has direct and honest messaging that is transparent, followers will feel supported and inspired. One participant stated that they felt that their leaders failed them. They stated that there was no time, mental support, or compassion when the changes were initiated. They said that some of the management “sat in ivory towers” and asked for followers to do tasks that they themselves had never done. In addition, this participant said that mixed messaging was also a serious obstacle to their success. <\/span>\u00a0<\/span><\/p>\n Artistry\u00a0<\/strong>\u00a0\u00a0\u00a0<\/span>\u00a0<\/span><\/p>\n Change planning should come early (Christy Boyce, Voices). We do not need to know everything, but we must be informed (Chad Flynn, Voices). Leaders that establish direction, influence others, and initiate sustainable change and found relationships to foresee changes pivotal to achieve the future, will be more successful in realizing change. This requires a dynamic leader(s) with the mindsets, behaviors, and skills that are employed to change and enhance organizational culture via the aid of technology (Sheninger, E. 2014). Organizations need an integrated approach to drive systematic, constructive change and minimize the destructive barriers to change (Al-Haddad 2015) Half of the participants said that there was no detailed plan for them to follow when implementing digital change. Hardware and software were purchased and handed to them, and they were expected to learn on the job and do it very well right from the start.<\/span>\u00a0<\/span><\/p>\n References<\/strong><\/p>\n Al-Haddad, S. (2015, April 13). Integrating the organizational change literature: a model for successful change | Emerald Insight<\/i>. Emerald Insight. https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/JOCM-11-2013-0215\/full\/html<\/p>\n Castelli, P. A. (2016). Reflective leadership review: a framework for improving organisational performance.\u00a0The Journal of Management Development,\u00a0<\/i>35<\/i>(2), 217-236. http:\/\/dx.doi.org\/10.1108\/JMD-08-2015-0112<\/p>\n Harrison, M., Boyce, C., Norum, S., & Flynn, C. (n.d.). Voices<\/i>. Voices of Leadership. https:\/\/malat-coursesite.royalroads.ca\/lrnt525\/schedule\/voices\/<\/p>\n Khan, N. (2017). Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison.\u00a0The International Review of Research in Open and Distributed Learning<\/i>,\u00a018<\/i>(3). https:\/\/doi.org\/10.19173\/irrodl.v18i3.3294<\/p>\n\n
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