To be successful in digital learning environments, executives need to possess the expertise and aptitude to manage transformation effectively. This model centers on having a clear vision, organizational preparedness, and strategic planning. Although various components must be aligned for successful change, proper organization is essential. Nevertheless, according to Al-Haddad and Kotnour (2015), the success rate of change initiatives in organizations is low, with only 30% being successful. To better understand the challenges faced when implementing change within organizations, I spoke with a former colleague who is a Senior Operations Manager in a franchise organization who wishes to remain anonymous.
During the interview, we discussed how to effectively manage change within the organization, particularly about a recent project that shifted from in-person to virtual training. Unfortunately, this project experienced slower progress and more negative outcomes than initially anticipated. This was partially attributed to inadequate communication from the leadership team regarding the project’s intended objectives. Conner (1998) argued that effective change management requires competent leaders who can articulate a clear vision and plan for the project to team members. Jones (2022) further elucidated how crucial clear communication and capable leadership are for successful change management. It facilitates collaboration, creates a shared understanding of a vision, and enables more efficient goal attainment. Thus, organizations must have leaders who can espouse their vision and plan to team members, promote collaboration, and establish an action plan to navigate change more proficiently.
Additionally, many of her team members have had positions within the organization for a long time and have offered in-person training for several years. The transition process took longer than expected as personnel were not keen on embracing the amendment due to their familiarity with the existing systems. Lewin’s three-stage model of change explains that this attitude necessitates “unfreezing” pre-existing perspectives and inspiring a desire for change. This requires effective communication, leadership, and a clear vision for the future. Additionally, Biech (2007) backs up Lewin’s concept of “unfreezing” views by suggesting using the CHANGE model to cease old habits and even erase them. By recognizing and dealing with the need for “unfreezing,” organizations can navigate change more easily and reach their desired outcomes. Organizations can use the CHANGE model or similar approaches to help their employees conquer their aversion to change and attain a smoother transition to new systems and processes.
The interviewee’s experience highlighted how crucial thorough preparation of personnel and effective communication between stakeholders is for successful change management. One of the challenges faced was the need for more communication and planning from upper management. Ackoff and Emery (1972) emphasized the need for systematic reasoning when dealing with human behaviour. Kotnour et al. (2017) state the importance of strategy, clear roles, and alignment of processes, resources, and personnel for meaningful organizational change. To ensure successful implementation, a comprehensive plan should be developed outlining the responsibilities of each team member regarding the initiative’s objectives. Additionally, organizations must make critical decisions such as setting definite goals and implementing performance metrics (Gunasekaran & Kobu, 2007; Ittner & Larcker, 1998; Wouters & Sportel, 2005) to achieve their strategies. Performance metrics provide valuable data for decision-making by evaluating how organizational goals and operational management are being met.
Organizations should have clear communication, strong leadership, and a well-thought-out plan when changing the digital learning environment. Studies have shown that these elements are necessary for successful change management. Even though there might be challenges and delays along the way, carefully planning and executing can help increase the chances of success. Lewin’s three-stage and CHANGE models can help navigate people through the changes. Good leadership requires overcoming existing attitudes, generating enthusiasm for change, and setting clear goals. By focusing on these aspects, organizations can move through changes more easily and achieve their goals more quickly. To sum it up, leaders need to be strategic thinkers who plan meticulously and communicate effectively to manage organizational change successfully.
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. https://doi.org/10.1108/JOCM-11-2013-0215
Biech, E. (2007). Models for Change. In Thriving Through Change: A Leader’s Practical Guide to Change Mastery. https://ezproxy.royalroads. ca/sso/skillport?context=22651
Jones, C. (n.d.). Interview with Christina Jones: Unique Challenges, Issues to Consider [Audio Podcast]. In Voices. Welcome to LRNT 525 – Leading Change in Digital Learning. https://malat-coursesite.royalroads.ca/lrnt525/schedule/voices/
Weiner, B. J. (2019). A theory of organizational readiness for change. Implementation Science, 4(1). https://doi.org/10.1186/1748-5908-4-67
