Advanced technologies have transformed our society over many centuries, whether it is a cross-bow slung over our shoulders to fend off invading armies or the latest wireless technology embedded in our heads to receive stock market results. "Advanced" is a relative term moving with great fluidity from one generation to another and implies that it is changing society for the better.

But that is not always the case, and is based on the perception of those people that are affected by it. If the technology puts those people out of work then it was perceived as "bad" but if it saves your life... well then it is probably perceived as being "good"... and thus "advanced". It is not so much that technology can be developed but how it is adapted and integrated into our daily lives and the resulting effects that the technology may have on us.

I was once again inspired by my work experience in order to develop an idea into a tangible and achievable objectives. I had received training in the mid-90's related to business process improvement tools. I actively applied this training in an effort to improve business processes within my engineering department, focusing primarily on improving throughput while optimizing costs.

I utilized effective strategic planning and management methods to rationally identify future risks, intentionally eliminate undesirable effects associated with proposed technology change and design a rigorous transition plan which will be sustained. So I adopted some of these lessons learned and integrated them into a couple of assignments.

Change Management – Barriers to Change

It is critical to know what change is needed and then to develop an implementation plan. Most organizations struggle with the issue of developing what Goldratt (1990) describes as “half-baked ideas”. Simply applying a new software application to address a perceived problem does not guarantee success if no thought is given to how “it” will change the corporate reality.

In Goldratt’s (1990) assessment of what is important to stimulate effective change and how this determines organizational readiness for change, he cites three important questions:

Goldratt (1990) provides a rationale methodology to deal with both technical and psychological effects of change. This method is in harmony with Murgatroyd’s (1992) perspective that institutions should be looking  with “a focus upon integration of distance learning into more established forms of education and learning is a key focus for customers, not technology" (p.62).

References

Goldratt, E. (1990). What is this thing called theory of constraints and how should it be implemented? North River Press Inc., New York, USA.

Murgatroyd, S. (1992). Business, education and distance education. In M.G. Moore (ed.), Distance education for corporate and military training p. 50-63. (Readings in Distance Education, no.3). Pennsylvania State University, USA.

Competency Categories Exhibited - 

1. Problem Solving, Analysis, & Decision Making

4. Communication & Interpersonal Skills

5. Research

6. Management, Organization and Leadership