This document discusses change and sustainability in organizations. It provides background on theories of organizational change and identifies key factors that influence whether change initiatives will be successful, including leadership, resources, participation, and addressing the entire system rather than just individuals. The document emphasizes that change is a process, not a single event, and focuses on changing behaviors to impact culture and drive sustainability of initiatives.
Change is the future, which is created by our change.
We do understand a need to change from time to time, either from the perspective of internal (our needs and values) or external (our organizations and/or community). Our world/economy is changing (for example, the approaching Industry 4.0 era, vide:http://goo.gl/hArbDh), so do the techniques and strategies that are able to help us in managing/leading change. In this regard, successful stories must come from those who understand the basics of change; those who are able to lead and/or accept changes; and those who proactively create the changes necessary that could ultimately bring even better future.
Is change so hard? Here, an understanding of change and the necessary techniques should be able to help facilitate our diagnosis, acceptance, leadership, and/or creation of changes. To this end, these slides start with an elaboration on change, and the barriers to change. As change is a process, an understanding of the cycle, stages, consideration of change; as well as the ways of minimizing risk and cost should be able to facilitate our adaptation to change. As cost of change is playing an important role in implementing change, therefore, audiences/readers are provided with an up-to-date change equation involving cost, which is to replace the one that was adopted in 1960’s. In order that change strategy can be successfully implemented, a simple, pragmatic, and innovated approach for managing change is introduced, with focus be placed on facilitating us in adapting and/or leading change. Furthermore, attention is drawn to the recipes of a successful change, which is attributable to an understanding and combination of leadership, vision, communication, training, fairness, trust, care, respect, culture, and change agents.
More specifically, in terms of strategic model and techniques for managing change, the P.O.L.I.C.E. leadership model helps plan and lead change effectively, whereas those strategic analysis tools help diagnose and unveil any barrier and/or inducement to change. Here, SWOT analysis is replaced by TOWS analysis, which serves to prioritize those threats and opportunities that around us, whereby we could take advantage of opportunities and minimize threats by exploiting our strengths and overcoming our weaknesses. In addition, the use of feedback analysis serves to preview, assess, and judge the facts, variables, and/or consideration prior to deciding a change. For the sake of a post-change assessment, feedback analysis is employed to review the judgement and decision-making in such a change, as well as those pros and coins arising from that change, so as to ascertain whether/what change plan/strategies have to be fine-tuned/revised respectively.
Lastly, audiences/readers are intentionally provided with references, which allow them to refer to these crucial sources of knowledge and information about managing change for further learning.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Change is the future, which is created by our change.
We do understand a need to change from time to time, either from the perspective of internal (our needs and values) or external (our organizations and/or community). Our world/economy is changing (for example, the approaching Industry 4.0 era, vide:http://goo.gl/hArbDh), so do the techniques and strategies that are able to help us in managing/leading change. In this regard, successful stories must come from those who understand the basics of change; those who are able to lead and/or accept changes; and those who proactively create the changes necessary that could ultimately bring even better future.
Is change so hard? Here, an understanding of change and the necessary techniques should be able to help facilitate our diagnosis, acceptance, leadership, and/or creation of changes. To this end, these slides start with an elaboration on change, and the barriers to change. As change is a process, an understanding of the cycle, stages, consideration of change; as well as the ways of minimizing risk and cost should be able to facilitate our adaptation to change. As cost of change is playing an important role in implementing change, therefore, audiences/readers are provided with an up-to-date change equation involving cost, which is to replace the one that was adopted in 1960’s. In order that change strategy can be successfully implemented, a simple, pragmatic, and innovated approach for managing change is introduced, with focus be placed on facilitating us in adapting and/or leading change. Furthermore, attention is drawn to the recipes of a successful change, which is attributable to an understanding and combination of leadership, vision, communication, training, fairness, trust, care, respect, culture, and change agents.
More specifically, in terms of strategic model and techniques for managing change, the P.O.L.I.C.E. leadership model helps plan and lead change effectively, whereas those strategic analysis tools help diagnose and unveil any barrier and/or inducement to change. Here, SWOT analysis is replaced by TOWS analysis, which serves to prioritize those threats and opportunities that around us, whereby we could take advantage of opportunities and minimize threats by exploiting our strengths and overcoming our weaknesses. In addition, the use of feedback analysis serves to preview, assess, and judge the facts, variables, and/or consideration prior to deciding a change. For the sake of a post-change assessment, feedback analysis is employed to review the judgement and decision-making in such a change, as well as those pros and coins arising from that change, so as to ascertain whether/what change plan/strategies have to be fine-tuned/revised respectively.
Lastly, audiences/readers are intentionally provided with references, which allow them to refer to these crucial sources of knowledge and information about managing change for further learning.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Operationalizing Safety II Using Participatory Action ResearchSpringboard Labs
How do you make a breakthrough in chronic workplace injuries across the silviculture sector in British Columbia? This presentation presents the results of a participatory action research conducted in 2102 that used a resilient systems approach to discover the system of factors affecting worker injuries for Worksafe British Columbia.
Leadership and Organizational BehaviorOrganizational Behavior .docxcroysierkathey
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Operationalizing Safety II Using Participatory Action ResearchSpringboard Labs
How do you make a breakthrough in chronic workplace injuries across the silviculture sector in British Columbia? This presentation presents the results of a participatory action research conducted in 2102 that used a resilient systems approach to discover the system of factors affecting worker injuries for Worksafe British Columbia.
Leadership and Organizational BehaviorOrganizational Behavior .docxcroysierkathey
Leadership and Organizational Behavior
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision and goals. This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967):
· Autocratic — The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
· Custodial — The basis of this model is economic resources with a managerial orientation of money. The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
· Supportive — The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
· Collegial — The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the oth ...
SHCR Review 2015 - Appendix 1 Literature ReviewHorizons NHS
Appendix 1. Literature review - This section of the School evaluation presents a literature review exploring existing thinking and evidence on social learning and organisational change that underlie the focus, principles and methods of the evaluation, and the impact model.
Further information and links can be found on the link below;
http://theedge.nhsiq.nhs.uk/school/school-evaluation/
Leadership and Management of Innovation (Eric James)Eric James
The leadership and management that supports and enables innovation can be a significant challenge. Being a truly effective leader involves a series of steps that are captured here in the INSPIRE framework. This involves working from the "inside out" (i.e., innovative leaders know that excellence starts with themselves), knowing the context, being able to effectively strategize, preparation, generating and integrating good ideas, re-examining the approach and executing plans effectively.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docxphilipnelson29183
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
In a few sentences summarize the key takeaway from chapter 3, 4 & MalikPinckney86
In a few sentences summarize the key takeaway from chapter 3, 4 & 5 then continue to answer the following:
1. What is our personal abyss, and according to Haldeman, what are we afraid of?
2. How have recent events placed your organization at an impasse? Could you or your organizations have been more prepared for the impasse? In what sense? Which people and organizations are most likely to be unprepared and have the hardest time?
3. Think of and ask a discussion question back to your cohort group.
Please see Chapters Below
CHAPTER THREE
Change Process and Models
William J. Rothwell, Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue
A model for change is a simplified representation of the general steps in initiating and carrying out a change process. It is rooted in solid research and theory. Managers and consultants, when demonstrating the competencies of an OD practitioner, are well-advised to rely on a model for change as a compass to show them the direction in which to lead the change effort and change process. In this chapter, we review numerous models to guide the change process.
AN OVERVIEW OF KEY MODELS FOR ORGANIZATIONAL CHANGE The change models we share rely primarily on a normative, reeducative, and innovative approach to behavioral change. They are (1) the traditional action research model, (2) Appreciative Inquiry, and (3) an evolving view of the action research model. The Traditional Action Research Model Action research has long been the foundation for many change efforts. It is properly regarded as a philosophy, a model, and a process. Like any change model, action research is a simplified representation of the complex activities that 42
CHANGE PROCESS AND MODELS 43 should occur in a change effort if it is to be participative, engaging, and empowering for those affected by it. The model serves as a compass to consultants facilitating change. While it does not tell consultants, managers, or workers exactly what to do in a paint-by-the-numbers fashion, it provides a process whereby the consultant and client can jointly inquire and decide what change is required. It helps consultants track where they are and where they are going. While the action research model has been depicted in different ways, the depictions of it share common characteristics. Figure 3.1 illustrates a general model of action research. Action research may also be understood as a process of continuing events and actions. In a classic description, French and Bell (1990) defined this interpretation of action research as "The process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data" (99). One way to think about the traditional action re ...
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
chapter 10 - excise tax of transfer and business taxation
One To One Computer Conference Presentation Iii
1. Curtis Griffin
Assistant Superintendent
Hatboro-Horsham School District
2. Sustainability – Honest Assessment
System Change Should be the Focus
Change the Culture by Changing Behavior
May the “Forces” be with you!
Change Happens to People
Leaders Facilitate Conditions
3. “Theories that travel well are those that
practically and insightfully guide the
understanding of complex situations and
point to actions likely to be effective under
the circumstances” (Michael Fullan,2008)
4. In today's work environment there are not
many fundamental tenets that are both
broadly accepted and impervious to the test
of time. However, one such tenet is that
change is pervasive - it is a constant and
common element that impacts human kind
individually and organizationally, day in and
day out. (Elrod and Tippett 2002)
5. Change is a process not an event
Change process can be viewed as sequences
of individual and collective
events, actions, and activities unfolding over
time and context that describe or account for
how entities develop or change.
(Pettigrew, Woodman, & Cameron, 2001)
6. In most studies of reengineering projects and
other major change efforts, 70% of the
initiatives are judged not to have met.
(Schneider and Goldwasser, 1998)
Change or Die - Allen Deutschman
7. “Beyond the implementation phase of change, in which new
ideas and practices are tried for the first time, is allusive
institutional phase, in which these practices are integrated
into teachers repertoires and affect many teachers, not just a
few”. (S.Anderson and S. Stiegelbauer, 1994)
The term sustainability was first coined in the environmental
field by Lester Brown, founder of the Worldwatch Institute, in
the early 1980s. He defined “a sustainable society as one that
is able to satisfy its needs without diminishing the
opportunities of future generations to meet theirs”
“Sustainability does not simply mean whether something will
last. It addresses how particular initiatives can be developed
without compromising the development of others in the
surrounding environment now and in the future”.
(Hargreaves and Fink , 2006)
10. When some aspect of the system is changed,
other aspects eventually will be affected (Burke,
1980).
There is scant evidence that attempting to
change individuals will in turn change the
organization (Campbell & Dunnette, 1968). The
target for change, then is the system not the
individual (Burke & Schmidt, 1971)
Organizational change relates to the open-
system characteristics of importation of energy
and negative entropy --- considerable attention
to the use of Human Energy (norms, rewards,
authority structure, cross purpose action, etc.)
(Burke, 2008)
11. The organization’s culture must be changed if
the success of the overall change will be realized!
The people side, the emotional component of
organization change “the change monster” – the
human forces that either facilitate or prevent
transformation (Duck, 2001)
◦ You don’t change the culture by trying to change the
culture. The culture is the way of doing things around
here and concerns deeply held beliefs , attitudes and
values.
Start by changing the behavior that will lead to
the desired in attitudes and values.
12. Confusing outcomes with behaviors is no
small issue. It turns out that without
behavioral focus, people don't choose to
enact the right behaviors.
◦ search for behaviors
◦ search for vital behaviors
◦ search for recovery behaviors
13. Kurt Lewin (1949): quot;Quasi-Stationary Social
Equilibria“
Dr. Elisabeth Kubler-Ross (1969) On Death
and Dying
14. This theory describes
the how balanced or
imbalanced quot;force
fieldsquot; determine
whether social
systems maintain
equilibrium or
change to new
states.
Force Field Template
19. Dissatisfaction with the Status Quo
◦
Existence Knowledge and Skills
◦
Availability of Resources
◦
Availability of Time
◦
Rewards and Incentives
◦
Participation
◦
Commitment
◦
Leadership
◦
20. Something is not right. Things could be
better. Others are moving ahead; we are
standing still. There must be something we
can do to improve our situation. Whether the
dissatisfaction is an innate feeling or an
induced state (as brought about by marketing
campaigns, for example) it is an emotion that
calls for change.
21. The knowledge and skills are those required
by the ultimate user of the innovation This is
one of the most important factors leading to
implementation.
22. This condition refers to the things that are
required to make implementation work. It
includes hardware, software, publications,
audiovisual media and other teaching
materials. Reference to funding in general is
also an indicator of the money required to
obtain these resources.
23. Implementators need time to acquire
knowledge and skills, plan for use, adapt,
integrate and reflect upon what they are
doing. This means good time, “company”
time, paid time arranged for by the
organization where the innovation will be
implemented. It sometimes means the
willingness of individuals to contribute some
of their own personal time to the process.
24. The studies discovered a minor conflict between
the words “reward” and “incentive.” An incentive
is something that serves as an expectation of a
reward or fear of punishment. It serves as a
stimulus to move an individual to action. A
reward is something given for performance-an
action that demonstrates satisfaction with a job
well done. The complication is extended by the
difference between an extrinsic reward and an
intrinsic reward. Extrinsic rewards can be
observed; intrinsic rewards are internal to the
individual. It is difficult to measure the
“satisfaction” that may be felt by users of the
innovation.
25. Participation means shared decision making;
communication among all parties involved in
the process and, when direct participation is
not possible, the implementers should feel
that their ideas are represented through a
surrogate.
26. This condition demonstrates firm and visible
evidence that there is endorsement and
continuing support for implementation of the
innovation. This factor may be expressed by
the primary leader (a principal of a school, for
example) or a group, such as a board of
directors. This condition is usually measured
by the perceptions of the implementators
rather than public acknowledgement of
policy.
27. Leadership, in this case, is two-pronged:
◦ (1) leadership of the executive officer of the
organization, and sometimes of a board, and
◦ (2) project leadership which is more closely related
to the day-to-day activities of the innovation being
implemented.
◦ Once the executive leadership is evident, then the
project leadership becomes even more important
because the person who can help with the
implementation is closer to the end user.
28.
29. Sustainability: What are the initiatives that are
competing for position within your environment?
Change the System: How or how not are your
technology related change efforts focused are
focused on system change?
Change Behaviors: Identify specific vital behaviors for
the utilization of technology as a tool for learning.
Force Field Analysis: Identify in your environment
driving and restraining forces impacting the
utilization of technology as a tool for learning.
Facilitating Conditions: Using the Ely’s environmental
conditions identify specific actions - “behaviors” that
can facilitate the change process.