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
Your Jenga model is a great way to showcase a solid and stable approach to change. With Jenga, key pieces hold the structure together so that even if one piece gets removed, it can still remain in tact (albeit less stable). With your approach, what would you say is the ‘key’ piece(s), or are they all considered equally significant?
You also mention performance metrics as crucial to providing valuable data for decision-making and ensuring that goals are being met; it could also be argued that these performance metrics provide added pressure and stress, which could skew data or decrease morale (Marsh et al., 2006). What are your thoughts about this? I believe in having tangible evidence to provide support, but I do realize the pressure to ‘make the mark’ can decrease an appetite for change.
Marsh, J., Pane, J., & Hamilton, L., (2006). Making Sense of Data-Driven Decision Making in Education: Evidence from Recent RAND Research. Santa Monica, CA: RAND Corporation. https://doi.org/10.7249/OP170
Hi Terry!
Thanks a lot for your response and questions to my blog post. To answer your question, every element discussed in the post, such as clear communication, strong leadership and an organized plan, holds equal importance for successful change management. Each component plays a crucial role, like a key piece of the Jenga structure, and if any piece is missing, it can significantly affect the entire change initiative. Concerning your remark about performance metrics, I agree they can add pressure and stress; however, they are still necessary to ensure that goals are met and that the change initiative is on track. Maintaining a balance between using performance metrics to evaluate progress and not burdening employees with unrealistic targets is essential. In my opinion, clear communication and transparency about the purpose and use of performance metrics can help reduce some of the stress and anxiety associated with them. It’s important to note that change management is not a one-size-fits-all approach; each organization’s change initiative has unique challenges. Leaders must be flexible in their approach by considering all stakeholders’ perspectives to increase the chance of success in their change initiative.
You created a wonderful infographic. It clearly communicated your thoughts on successful change. One of the key aspects of successful change you pointed out was “leadership”, and as you said, a goal of leadership is to generate enthusiasm for change. Do you have any insight into effective ways to get organizational members on board with a change?
Thanks for taking the time to read my blog and leaving a comment. I appreciate your kind words about the infographic. When it comes to getting people on board with the change in an organization, it can be tough, especially if they’re used to doing things a certain way for a long time. One way to generate excitement for change is to involve team members. This means getting their feedback on the change, explaining how it will benefit them and the organization, and showcasing how it will positively impact their work. I have found that involving people in the process from the very beginning can have a huge impact on facilitating change.
Hi Jess,
Great blog and graphic.
When you wrote, “personnel were not keen on embracing the amendment due to their familiarity with the existing systems,” that got me considering different forms of resistance and the nuances of resistance. On one not being keen is resistance, but perhaps in instances like this one, it could be an acceptable form of resistance in the way that it is okay to be hesitant, to have doubt, be apprehensive and even to have questions.
Anyway, thank you for getting me to consider another side of resistance.