term12milestone3.docx

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Milestone 3: Approach to Change

Deanna Buchanan
Southern New Hampshire University

Milestone 3: Approach to Change

Addressing Change Elements

There are two change elements in the project. First, there is the incorporation of new technology. This change element will be met through the adoption of e-learning technology in the institution. The institution will hire a third party to provide and install the relevant hardware and software necessary for the e-learning platform. Both students and teachers will be required to have the relevant devices that will enable them to utilize the platform. Also, both teachers and students will be trained on how to use the platform effectively. The e-learning platform will be created in a way that guarantees security and privacy for the users (García-Peñalvo, 2021). Second, there is the accommodation of diverse learning styles. Since the e-learning platform will be used by people from diverse geographical and cultural locations, the curriculum will be customized to best meet the needs of the different users without compromising on the efficacy of the learning goals.

Key Stakeholders

First, there is the group comprised of the CEO of the organization, the board of directors, and the head of the technological department. These individuals will oversee the overall development of the initiative to ensure it is on track and meets the relevant objectives defined. Second, there will be the faculty heads who will aid in incorporating the different curricula into the e-learning platform. Third, there are the teachers and students who will be regularly using the platform once it is complete. Finally, there is the third-party contractor who will develop and install all relevant hardware and software of the e-learning platform.

Potential Change Agents

The change agents will be all the stakeholders identified above. Each of these change agents has a vital role to play in the successful realization of the change initiative. Those in the management role will ensure that all the relevant resources for the change are available. Those in the faculties will ensure that the curriculum developed suits the needs of diverse learners. Finally, the teachers and students continued use will ensure they give feedback on how best to improve the initiative based on their practical experiences.

Leadership Philosophy

The change initiative will be guided by the transformational leadership philosophy. This philosophy strives to change groups and organizations by inspiring individuals to be innovative. The objective is to ensure that improvements on a project or process are regularly sought after in to find better ways of achieving key objectives (Andriani, Kesumawati, & Kristiawan, 2018).

Leadership Philosophy: Individuals

Transformational leadership will promote autonomy among the stakeholders. Each individual will have the opportunity to come up with suggestions and innovations to ensure that the change initiative is implemented as effectively as possible.

Leadership Philosophy: Collaboration

Transformational leadership will provide opportunities for different stakeholders to work together to attain a common goal. Each stakeholder in the initiative will be encouraged to work with others for brainstorming, troubleshooting, and implementation of the project. More so, the innovative ideas can be discussed with others to find the best way of implementing them.

Leadership Philosophy: Organizational Structures

Transformational leadership fosters trust among people while rallying them around a common objective (Eliyana & Ma’arif, 2019). The leader’s faith in the ability of each individual ensures that everybody feels valued in the venture. Consequently, a positive environment is created where each individual is inspired to oversee the successful completion of the change initiative.

References
Andriani, S., Kesumawati, N., & Kristiawan, M. (2018). The influence of the transformational leadership and work motivation on teachers performance. International Journal of Scientific & Technology Research, 7(7), 19-29.
Eliyana, A., & Ma’arif, S. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144-150.
García-Peñalvo, F. J. (2021). Avoiding the dark side of digital transformation in teaching. An institutional reference framework for eLearning in higher education. Sustainability, 13(4), 2023.