Leading in Digital Learning Environments
Leading in digital learning environments is essentially parallel to leading in many organizational environments, with one particular caveat: where change is often thrust upon some organizations, change is integral to the foundation of digital learning. As in, without change, there is no digital learning; they are interwoven.
With that foundational framework, change leadership is necessary in order to be effective in the fast-paced world of e-Learning. Al-Haddad and Kotnour (2015) suggest that it is necessary for leadership to envision a new reality, motivate employees to accept it, and provide the practices, organization and resources to do so.
Discussions with colleagues and friends confirm other aspects of leadership that is important in digital learning. Specifically, there is a need to make decisions quickly and effectively, and not have delays awaiting decisions. This is corroborated in the literature (Biech, 2007, Al-Haddad & Kotnour, 2015), with Cormier (2017) adding that committees can be formed to do so effectively. Further to our discussions was the point that adaptability and flexibility was a key aspect.
Another point that repeatedly came up in the literature and informal discussions was that some organizations and leaders seem to take change in stride, and others fight it at every turn. Here, suggestions around culture, norms and planning tend to mitigate the downsides of change (Biech, 2007, Al-Haddad & Kotnour, 2015).
Finally, specifically related to ed-tech and digital learning situations, two aspects of leader forethought can significantly impact how well the organization manages change. For one, the extent to which the leader or organization considers learner characteristics is important to organizational success (Al-Haddad & Kotnour, 2015). Secondly, the consideration given to the day-to-day technology needs of users will be important as well. For instance, creating a plan for future hardware costs, warranty’s expiration and evergreening new tech (Norman, 2017) will permit functional relevance and prevent delays, additional costs and outages. Similarly, anticipating tech support needs and providing it is a simple way to prevent problems before they start and learn organizational tech needs (Norman, 2017).
In many ways, leading is leading no matter the environment, and managing change is a natural consequence of an organization’s evolution. This is true in digital learning and beyond. When a digital leader can respond quickly to change, inspire followers to do the same, empower decision-making and create a culture that flexibly embraces change, organizational effectiveness will undoubtedly follow. To be able to do so while also recognizing the tech that powers the learning, and the learner who absorbs it will be the ultimate challenge today’s digital learning leaders are tasked with.
References
Al-Haddad, S. & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), pp. 234-262. https://doi.org/10.1108/JOCM-11-2013-0215
Biech, E. (2007). Thriving Through Change: A Leader’s Practical Guide to Change Mastery. Alexandria, VA: ASTD [Retrieved from Skillsoft e-book database]
Cormier, D. (2017, Dec. 8). Our schools aren’t broken, they’re hard. Dave’s Educational Blog: Building a better rhizome. http://davecormier.com/edblog/2017/12/08/our-schools-arent-broken-theyre-hard/
Norman, D. (2017, March 11). Lessons learned: AV systems design in the Taylor Institute. D’Arcy Norman: Learning technologies, design, and other things. https://darcynorman.net/2017/03/11/lessons-learned-av-systems-design-in-the-taylor-institute/
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