Month: March 2023

As we near the conclusion of LRNT 525, I have found myself reflecting on several things. First and foremost, I am reflecting on the importance of good leadership and effective processes for managing change. As someone who worked for 15 years managing a not-for-profit organization, I have managed countless projects with no formal training in project management. I have found value in learning about good change management processes, the importance of reflective leadership practice, and how alternative leadership perspectives can open doors to a more inclusive organizational culture. 

But perhaps I am pondering the most the role humans play in organizational change and how our humanness can impact change. We often talk about organizational change as if the organization is an entity on its own, yet it is a construct that is made up of humans. We are not machines, yet machines (for example, cars) require regular maintenance to ensure they are running safely and efficiently. What could happen if humans were cared for in this way, where employee wellness and well-being are foundational to organizational success? 

In an episode of the Teacher Fan Club podcast, Dr. Jane Dutton discusses Positive Organizational Scholarship and the power of compassion and high-quality connections to unlock capacity and capability in people and how that translates to organizational success (Fulwiller & Tingle, 2022). She suggests that creating more compassionate organizations can lead to more compassionate systems that can help with global climate-related issues. What a thought. 

The Student Well-Being Framework released earlier this month by the Calgary Board of Education (CBE) acknowledges well-being as a precursor to student learning. The CBE asserts that students must be healthy to learn effectively and thrive. The framework describes well-being as foundational to every student’s success, helping to provide more equitable access to education and learning. This same notion could be considered in organizations, and when change is on the horizon, they are more resilient, more prepared, and more likely to experience successful implementation. 

This course has brought me back to my roots in wellness, seen through the lens of organizational leadership and change management. The intersection of the content in this course and my background and experience related to wellness has been where I have learned and grown the most in this course. I am grateful to end on this intersection, and I know it will inform my path forward, no matter which direction I find myself heading in.

References 

Fulwiler, D., & Tingle., E. (Hosts). (2022, July 14). The power of compassion & high quality connections with Dr. Jane Dutton [Audio Podcast]. In Teacher Fan Club. https://teacherfanclub.com/dr-jane-dutton 

Project management is a complex process that involves several steps and considerations combined with strong skill sets to achieve a successful outcome (Watt, 2014). Reflecting on my own experience with leading projects after reading about project management in the literature has been interesting. In my previous role managing a not-for-profit, I applied for, received, and managed many grant-funded projects with no project management training. Typical for a not-for-profit, I wore many ‘hats’ and had to develop skills on the job that would be fulfilled by a specialized position in many larger organizations. Over time, I became better at leading and managing projects, yet with a greater understanding of project management after the readings in this course, it is evident that the use of proper project management skills and processes could have improved the project outcomes and my experience managing the project itself. However, barriers in this context limit the ability to have full control over managing the project. 

Speaking generally of the nature of projects I have managed, they were almost always funded by the government through one-time project grants. Due to the nature of grant applications, much of the project planning is completed as part of the application process. Upon approval, the project becomes constrained within the parameters of the application, and there is very little flexibility, especially from a budget and time perspective. Moreover, many project grants do not allow for expenses related to human resources, so the project management and execution stay ‘in-house’ without the ability to hire external expertise. Watt (2014) describes the term ‘triple constraint,” in which a project quality is influenced by the balance between time, cost, and scope, and with the best projects having a perfect balance between the three factors. In my experience with grant-funded projects, the proposed project plan based on the application requirements doesn’t always allow for a perfect balance to exist, as timelines are often based on the funding agency’s fiscal plan and not always aligned with the recipient’s needs. Furthermore, many projects I have led have been in partnership with Indigenous communities, and timelines dictated by the funding agency do not support the time needed to build relationships for meaningful and long-lasting work. 

When working with Indigenous communities, I am not convinced that a traditional project management approach is the most effective, and I believe it has the potential to reinforce colonial systems. Taking a wider system view and applying cultural theory can help understand the power dynamics and motivation within a social system, leading to innovative ways to address challenges (Conway et al., 2017). This is a good place to start; however, the remaining challenge is converging two systems into a meaningful, respectful, and effective process for managing projects. Additionally, advocating for funding agencies to account for this process in their guidelines would be essential for progress in this area.

References

Conway, R., Masters, J., & Thorold, J. (2017).  From design thinking to systems change: How to invest in innovation for social impact. Royal Society of Arts Action and Research Centre. https://www.thersa.org/globalassets/pdfs/reports/rsa_from-design-thinking-to-system-change-report.pdf 

Watt, A. (2014). Project management. BCcampus. https://opentextbc.ca/projectmanagement