Connecting the Dots – Leading Organizational Change

Throughout the past few weeks, I have studied the importance of changing behaviors in order to influence lasting change in my Lamar University Course EDLD 5304, Leading Organizational Change. Change is definitely challenging and requires thorough planning. I will need to focus on myself – how I communicate, self-differentiate my emotions, how to model and motivate – as well as the WHY for my innovation project (incorporating blended learning in an authentic problem-based environment) as it is inevitable that change will be challenged and questioned. I need to be crystal clear on the reason for change so that I can successfully make meaningful connections and touch the hearts of those that I am asking to consider and embrace the change. I have absolutely no doubt that the way that I conduct my innovative course alongside the students –  the focus on the process of learning, sharing and collaborating on frustrations, successes and creating resources to assist and share with others – will cause a contagious excitement within the campus.  There was quite a bit of reading this term, but I dove into (both hard copy AND audiobook of each!) the Influencer model for change which focuses on paying attention to behaviors and emotions, and the Four Disciplines of Execution model that is a detailed approach to prevent goals from getting lost in the day to day activities (the whirlwind). Successfully implementing the strategies from both models, I am confident that my blended learning innovation project will be challenging but achievable. My LU small learning community (not really that small – Michelle R., Maria R., Danielle P., Lindsay H., Avery N., Lindsey W., Aliscia D. and myself) met once a week via zoom (sometimes twice a week!) and communicated 24/7 on Group Me as we provided guidance, brainstormed options, critiqued, clarified and provided feed-forward feedback on the various steps of our individual projects. We created a shared Google Drive space where we dropped links to our projects so that we could receive forward feedback. It allowed us to comment, tweak and expand on the various ideas we brought to the group. I predict the most challenging obstacle will be to continue the wildly important goal (WIG) through the entire school year despite the chaos of the day-to-day distractions and busyness (the “whirlwind”). However, I am hopeful that my innovation project is more of an inspiration, a concrete example and a motivation to adjust the current classroom norms and incorporate some pieces of blended and authentic learning, student choice and ownership into every core class. It is a challenging concept as it requires a solid plan to motivate, appeal to hearts, focus, teamwork, crucial conversations and determination to create a climate of positive change. As I now begin to push my innovation plan forward, I am thankful to have created my game plan in my LU course where all the components can work together to bring about lasting change in my organization.

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