The 4Cs of Change (4Cs) is a diagram to prompt how change is addressed in digital learning environments (DLEs), applied to my personal context as a Learning Technologist at a post-secondary institution. The displayed 4Cs version below captures the specific context of a recent web-conferencing tool replacement project. As noted by Al-Haddad and Katonour, change leaders should be able to use the best compatible methods for change when the type of change is clear (2015). It’s also worth noting, to avoid duplication I’ve put specific considerations in one phase only, when an example like cost could likely be present in all phases. Make sure to check out the full version of my 4C diagram which has some specific examples.
The four phases of the 4Cs are cyclical and broken down as follows:
- Catalysts: The initiating force of change being wanted or needed
- Considerations: Variables, identified requirements, or specifics to meet before creation
- Cultivation: The process in which to prototype, test, build and deliver
- Continuation: Supporting long-term use, maintenance and lessons learned
The cyclical nature of the 4Cs helps support an environment of continuous change and increases organizational readiness (Weiner, 2009). Striving for change as a normal state helps stay current and supports life-long learning (Al-Haddad,& Kotnour, 2015). Discussing with my colleague, there was an emphasis on the importance and challenge of change, specifically in prioritizing what to do first (Course Development Manager, personal communication, February 15 2022). Requests or realizations for initiating change can occur in a wide range of methods. From personal research, complaints, broken systems, conferences, vendors and more, it’s generally not difficult to develop a list to explore potential changes in my context. With constant opportunities for change at our disposal, bringing further considerations greatly helps in determining the importance and feasibility of future changes.
In my context, I am primarily focus on the technical specifications of change, but we must always incorporate external aspects and stakeholders. This compliments well with Khan’s description of adaptive leadership, which allows for the flexibility needed when there are so many catalysts for change (2017). With the example of replacing a web-conferencing tool, it also relates well to Complexity Theory. Our changes will have intricate implications to many systems and processes, but will essentially continue to promote the same simple behavior from users (Biech, 2007). My colleague further explained, the considerations for a web-conferencing change had finally “tipped the scale” to prompt the change, even if the user experience would arguably be very similar (Couse Development Manager, personal communication, February 15 2022). With change identified and justified, we begin to formulate how change can occur.
When developing change, we must meet certain standards so that a wide arrange of stakeholders can maintain needed functionality (Feldstinen, 2017). The phrase cultivation was chosen as building a solution will grow as more prototypes and implications are identified. Cultivation strives to create the most effective implementation of all the information gathered so far. Ideally anyone could produce the perfect, robust, elegant solution, but sometimes we can’t make the most optimal choice, because there are limitations we can’t currently overcome (Feldstinen, 2017). Once implemented, we must not forget to maintain and support our changes.
Continuation shares similarity to the last step in Ulrich’s Seven-Step Model, make change last (Biech, 2007). We must not end the project once implementation is complete, but rather continually engage and challenge our systems and processes. As emphasized by Biech, you must go through all phases of your plan for successful change (2007). Given the cyclical nature of 4Cs, there is no end and we must continually attempt to improve. My colleague further commented it is nearly impossible to achieve every change we want due to various constraints, but having an organizational culture ready for change makes the process a lot simpler (Course Development Manager, personal communication, February 15 2022). As Weiner described, group members are more likely to initiate, support and cooperate with a culture of organizational change readiness which in turn increases effective change (2009).
In conclusion, using the 4C’s can help provide prompts to successfully implement and continue change. When the success rate of organizational change can be considered more difficult than calling a coin toss, it’s best to incorporate as many perspectives, methods, people, and resources as possible (Al-Haddad,& Kotnour, 2015). The challenge of change management is persistent but, using the 4Cs can keep us persistently changing.
Full Online Version
To access full online version of the 4Cs of Change Diagram in a new tab, please use this link.
Compact Image Version
References
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.
Biech, E. (2007). Thriving through change: A leader’s practical guide to change mastery. American Society for Training and Development.
Feldstein, M. (2017, May 28). A flexible, interoperable digital learning platform: Are we there yet?.
Khan, N. (2017). Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison. The International Review of Research in Open and Distributed Learning, 18(3), 178-183.
Weiner, B.J. (2009). A theory of organizational readiness for change. Implementation Sci 4, 67 . https://doi.org/10.1186/1748-5908-4-67
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