Sharing the organisational vision: A catalyst for change with interactive technologies
PROCEEDINGS
Charles Kivunja, University of New England, Australia
Global Learn, in Penang, Malaysia ISBN 978-1-880094-79-2 Publisher: Association for the Advancement of Computing in Education (AACE)
Abstract
Sharing an organisational vision plays a very significant role in achieving change. When all stakeholders are committed to the shared vision, the introduction of innovations becomes much easier for those suggesting the innovation as does the acceptance for those asked to adopt the innovation. This paper analyses via a case example from nurse education in rural Australia, the need to create a shared vision among stakeholders when promoting innovation and change in the use of interactive, electronically networked technologies. Without ‘unfreezing’ stakeholder mental models—their mind map of what distance education is, and how professionals gain their knowledge and skills—it is not possible to build a shared vision of what e-learning distance education might be for students without the capacity to attend on-campus programs.
Citation
Kivunja, C. (2010). Sharing the organisational vision: A catalyst for change with interactive technologies. In Z. Abas, I. Jung & J. Luca (Eds.), Proceedings of Global Learn Asia Pacific 2010--Global Conference on Learning and Technology (pp. 743-751). Penang, Malaysia: Association for the Advancement of Computing in Education (AACE). Retrieved March 28, 2024 from https://www.learntechlib.org/primary/p/34258/.
© 2010 Association for the Advancement of Computing in Education (AACE)
Keywords
References
View References & Citations Map- Bolman, L, and Deal, T. (2003) Reframing Organisations: Artistry, Choice and Leadership. San Francisco: JosseyBass
- Bonk, C.J. (2009). The World Is Open: How Web Technology Is Revolutionizing Education. Jossey-Bass.
- Burge, L. (2007) Flexible Higher Education: Reflections from Expert Experience. Open University Press
- Burke, W.W. (1993) Organization Development: A Process of Learning and Changing. (2nd ed). Reuters Prentice Hall.
- Chi, M.T. (2008) Three types of conceptual change: Belief revision, mental model transformation, and categorical shift. In International Handbook of Research on Conceptual Change. New York NY: Routledge.
- Clark, J.E. (1997) Of writing, imagination, and dialogue: A transformative experience. New Directions for Adult and Continuing Education. 74 (Summer), 13-22.
- Collins, J. (2002) The ultimate creation. In Leading for Innovation. San Francisco: Jossey-Bass.
- Conner, D.R. (1998) Leading at the Edge of Chaos: How to Create the Nimble Organization. New York NY: Wiley.
- Deming, W.E. (1982) Out of crisis. Cambridge, Massachusetts: MIT Press.
- Ellis, A. (2005) Research on Educational Innovations. (4th ed.). Eye On Education.
- Evans, R. (1996) The human side of school change:R eforms, resistance and real-life problems of innovation. San
- Fullan, M. (2000) Change forces: Probing the depths of educational reform. London: The Falmer Press.
- Fullan, M. (2001) The new meaning of educational change. 3rd Edition. New York: Teachers College Press.
- Geake, J. (2009) The Brain at School. North Ryde: Open University Press.
- Hannan, M. & Freeman, J. (1984). Structural inertia and organisational change. American Sociological Review, 49: 149 – 164.
- Harry, K. (1999) Ed. Higher Education Through Open and Distance Learning. Routledge,-749 DASHDASH
- Langer, E. (1990) Mindfulness. Reading MA: Addison-Wesley Publishing
- Leonard, D., & Swap, W.C. (2005) Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom.
- Mintzberg, H. (1979) The structuring of organizations. New Jersey: Prentice Hall.
- Mintzberg, H. (2002) Managing to innovate. In Leading for Innovation. Jossey-Bass.
- Mulford, W., Silins, H. & Leithwood, K. (2004) Educational leadership for organisational learning and improved
- Nersessian, N. (2008) Mental modelling in conceptual change. In International Handbook of Research on Conceptual Change. New York NY: Routledge.
- Peters, O. (1994) Otto Peterson Distance Education: The Industrialization of Teaching and Learning. (D. Keegan,
- Jossey-BassRobbins, H., & Finley, M. (2001) Why Change Doesn't Work (2nd ed.). London: Texere Publishing.
- Schein, E.H. (1997) Organisational culture and leadership. San Francisco: Jossey-Bass.
- Schein, E.H. (2005) Defining organisational culture. In J.M. Sharfrtz; J.S. Ott & Y.S. Jang. Classics of
- Senge, P.M., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The Fifth Discipline Fieldbook Broadway Business.
- Senge, P.M. (1999) The fifth discipline: The art and practice of the learning organization. Adelaide: Griffin Press.
- Senge, P.M., McCabe, N.H.C., Lucas, T., Kleiner, A., Dutton, J., & Smith, B. Eds. (2000) Schools That Learn: A
- Smith, B., & Lucas, T. (2000) A shared vision for schools. In Senge etal. (eds) Schools That Learn: A Fifth
- Stoll, L. & Fink, D. (2001) Changing our schools: linking school effectiveness and school improvement.
- Taylor, K. (2006) Brain function and adult learning: implications for practice. New Directions for Adult and Continuing Education, (110), 71-85. .
- Zhao, Y., Lei, J., Yan, B., Lai, C., & Tan, S. (2005) What makes the difference? A practical analysis of research on the
These references have been extracted automatically and may have some errors. Signed in users can suggest corrections to these mistakes.
Suggest Corrections to References