OL-7105: Leadership in Organizational Change

Burk, J. E. (2019). The only constant is change: Developing a compelling story to enable organizational transformation. International Journal of Knowledge, Culture & Change in Organizations: Annual Review, 19(1), 1–6.
Leaders not only drive change within their organizations but have the potential to shift the overall culture of organizations through their words and actions. Developing a compelling story – a key component of the change management playbook in development – and capitalizing on a change to positively transform organizational culture are, Burk argues, critical for organizations facing constant change.

Hutchings, M., & Quinney, A. (2015). The flipped classroom, disruptive pedagogies, enabling technologies and wicked problems: Responding to “the bomb in the basement.” Electronic Journal of E-Learning, 13(2), 106–119.
For change to become enmeshed, it can often help to measure the effects of the change on the organization. This paper provides a case study of the implementation of a ‘flipped classroom’ model, which leveraged several methods of collecting feedback and insights on the effects of this change on key stakeholders. It also underscores the importance of organizational culture on the success – or failure – of change management initiatives.

Wong, Q. (2019). Leading change with ADKAR. Nursing Management, 50(4), 28–35.
As noted in the weekly review, reinforcement is a critical component of successful change management initiatives to ensure the change endures over time and, eventually, becomes part of the fabric of the organization (the new equilibrium). This case study provides key insights and strategies for reinforcing change within organizations, using the ADKAR change model as its framework.