Wk 3-2 Discussion Board Quickie

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Topic #2: Why do you think educators are so resistant to change, especially when it comes to technology? How do other institutions, such as business, deal with technological change?

My most popular saying at work was that, “Sometimes the Motivator Needs Motivating.” The passage taken from the online article sums up that resistance too change has to do with a scope of many variables. It would be truly difficult to really and respectfully answer the above question. The answer will be different for each educator as it will for each company. Finding a way to motivate those who are resistant is key too resolving the issue.

“Though higher education should lead the way in the most diverse and cutting edge learning methods, the truth is that many faculty fall into what Clark and Gottfredson (2008) call learning 1.0 and 2.0, satisfied with the skills they had when hired or only interested in maintaining current status.  They often see little need to change their ideas, to receive further training, and are resistant to new methods and innovations that would require they change. Those in learning 2.0 may attend conferences and workshops to maintain skills, but they mainly do so in isolation, not working collaboratively or accessing the variety of resources available via the web. Because "most organizations still tolerate a significant amount of non-learning from employees" (Clark & Gottfredson, 2008, p. 16), campus struggle with a significant number of faculty who work mostly to maintain a certain level of proficiency, not to bring in innovative ideas or look for new solutions, which is learning 3.0 (pp. 16-17). Leaders must be aware, though, that learning 3.0 has a dark side. Technology is not the answer to all problems and cannot solve issues based in an "outdated learning mindset or autocratic leadership" (p. 17). If people try to force technology onto these people, the result will be more turmoil and resistance. Schein (2008) states that, "learning and change cannot be imposed on people" (p. 369). This is due in part to the culture of an organization, which "becomes a powerful influence on members' perceiving, thinking, and feeling, and these predispositions, along with situational factors, will influence the members' behavior...[C]ulture at this stage of organizational evolution will be clung to even if it becomes dysfunctional" (p. 367). No matter how effective new ideas are, without the right presentation that avoids top-down dictates that have little to no input from stakeholders, and without open minds willing to try something different, the organization will not be agile. People must have motivation to change (Kotter, 2008a, p. 371).”

Taken from McBride, K. (2010, September 28). Leadership in higher education: Handling faculty resistance to technology

      through strategic planning. (8)4. Academic Leadership The Online Journal. Retrieved on July 12, 2011 from 

      http://www.academicleadership.org/article/leadership-in-higher-education-handling-faculty-resistance-to-technology-   through-strategic-planning 

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