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TOPIC:  Informational Interviewing as a Learning Strategy


  • Distinguish between different types and terminologies of organization change.
  • Identify the nature and significance of various impediments to organizational change (e.g. organization inertia, resistance to change).
  • Appraise the effectiveness of change management efforts.


  • Tools to access the course, both synchronously (live meetings) and asynchronously (course website)
  • Camera (may be part of computer, tablet, or smartphone)
  • Microphone



  • Watch = Change. (2016). [Video 11:10] Video Arts (Firm). 
    Link to the library-licensed streaming video is in eLearn


  • "Write everything you remember from the homework."
    Go to PearDeck.com using the code provided.


  • Interview someone who has experienced change in the workplace and report what they learned from this experience.
  • Reflect on what they learned and what it means for you learning in this course.
  • Who should it be?
    No, the subject cannot be yourself.
    Yes, you can interview the person can live anywhere in the world and can speak any language
  • Assignment requirements for Informational Interview paper (worth 10%)
    Minimum 5 pages total
    Does not include title page and References page, of course 
    Minimum 3 peer-reviewed sources 
    Technical Report format using APA
  • Go into eLearn and review the page that goes over the layout and expectations for the report.


  • During this time, everyone is encouraged to mic themselves (if not already muted) and step away from their computer.
  • Rest your eyes by looking away from the monitor.  After all, looking at a computer monitor or smartphone is like staring at a lightbulb. It's important for your eye health to look away regularly.
  • If you can, move around and away from your learning set-up.
  • I refresh myself by going for a walk to visit my plants. Or, if my son is home from school, I check in on how he's doing.


  • Let's talk about change
    Questions from McGrath, J. (2016) The little book of big decision models: The 70 most useful models to help you say Yes or No.  Pearson. 
    1. How much information do I normally require before I am willing to make a decision? 
    2. Once I have made a decision how do I monitor its implementation?
  • 5 Types of Change
    1. Organization-wide
    2. Transformational
    3. Personnel
    4. Unplanned
    5. Remedial
  • Under the umbrella concept of Organizational Development
  • Global Organizational Development Competency Framework
    https://www.odnetwork.org/page/global-framework


  • 4 Main Reasons Change Management Efforts Fail
    1. Lack of Management support   
        a. Not assigning enough financial capital   
        b. Not assigning enough human capital   
        c. Not assigning enough political capital
    2. Employee resistance to change
    3. Change fatigue
    4. Lack of planning and risk management
  • Seeing change from the perspective of others
    From McGrath, J. (2016). The little book of big management questions: The 76 most important questions and how to answer them. Pearson. pg. 64-65.
    "Why it's important: Like the proverbial bad apple, one person committed to resisting change can sour the contents of an entire barrel."
    1. What strategies have been successful in the past for you to gain compliance.
    2. How flexible are you when it comes to making adjustments to your plans?
  • The following 4 questions to ponder come from the following source:
    McGrath, J. (2017). The little book of big management wisdom: 90 important quotes and how to use them in business. Pearson.
    With the Whiteboard up, post your thoughts. Let's give everyone a chance to post something before we start talking again.
  • "An organization becomes bewildered rather than energised when it's asked to do too much at once." Michael Hammer and James Champy.
  • "Organisations that are change leaders are designed for change. But people need continuity ... they do function well if the environment is not predictable, not understandable, not known." Peter Drucker.
  • "It isn't the changes that do you, it's the transition." Daniel Webster
  • "Change almost never fails because it is too early. It almost always fails because it was too late." Seth Godin


  • The Bridges Transitions Model
    https://wmbridges.com/about/what-is-transition/
  • One of those required textbooks in the approved course outline.
    William Bridges, Managing Transitions – Making the Most of Change, 3rd edition, Corporate & Professional Publishing Group, Addison-Wesley Publishing Company, 2009
  • Direction application to you at home and during class time -- TRANSITION RITUALS
  • Borges, A. (August 17, 2020). The ritual that makes working from home way less stressful. Self.
    https://www.self.com/story/wfh-transition-rituals
  • Drumming for transitioning into Health Breaks.
    1. Everyone turns their mics on.2. Using their hands, everyone starts drumming slowly on a flat surface near their mics.
    3. As a group, we slowly build up drumming speed together also becoming louder and louder.
    4. Build to the fastest speed and loudest sound until the instructor signals "And...STOP!" to complete the transition activity.
    Source: http://www.coastmusictherapy.com/inspiration-for-the-day/


  • See above


  • The choice you've made for the Reflective Learning Journal, does it meet the SMART framework?
  • S = Specific
    M = Measurable
    A = Achievable
    R = Realistic
    T = Timely
  • Discussing and recapping about Reflective Learning Journal
    Memo #2 for Learning Journal worth (3%) for homework



  • WATCH = Tamarack video from webinar
  • READ = There are four readings, but you only need to the one assigned to your group.


  • Memo #2 for Learning Journal
    Time to give a report on how are things are going:
    1.  What you have done so far to make changes
    2.  What research you have done to go further on making changes
    3.  What you commit to do in the next week.
    4.  Any challenges you are having in making this change.
  • Continue working on your microcredentials

 
   
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