What do you see as the most imperative administrator take-ons to ensure successful technology adoption?
The integration of technology by administrators may be pivotal or detrimental to the effectiveness of the implementation. In creating pivotal points, administrators adopt administrator take-ons to improve acceptance rates of technology organizations or programs. Therefore, the UTAUT model provides direct determinants of technology adaptations and integration. The four constructs include performance expectancy: the extent of how much individuals believe that using systems will leverage job performances, effort expectancy: ease of use associated with the system, social influence: belief from others to use the new system, and facilitating conditions: belief from infrastructure to support system use (Venkatesh et al., 2003). Thus, the administrator take-ons that I perceive as imperative are getting instructors' buy-ins and building solid infrastructure by making sure to adopt the right technology.
The facilitating condition of getting instructors' buy-in embodies the ability for instructors to adopt and effectively execute technology systems within the programs/organizations. Thus, actively listening to instructors establishes an ongoing process of gaining trust (buy-in) throughout the design process of implementing new technology systems. To further assist in the buy-in process, administrators should allow instructors to drive the process of incorporating new technology because designing with - builds capacity and creates systems that are more natural for the organization, increasing the likelihood of successful implementations (Mallon, 2022). Administrators must also determine which individuals resist the system to ensure that their interests and indifferences are integrated into the system as resistance serves to be the best critics. Doing so will assist in securing their buy-in to the technology system. Additionally, the new technological system should be easier to use and more sufficient than the current systems. Specifically, "effective design starts where the organization is and works with leadership to create approval processes and procedures that are less cumbersome than the current system" (Constantino and Merchant, 1996, p.131). As a result, instructors will be more willing to adopt the new system instead of reverting to what is known. In my previous post, I mentioned the DSD process and buy-in; the correlation now lies in the design contract stages/implementation phases of systems of instructor involvement with the design process of integrating technology to assure that their interest and needs are maintained/supported. Essentially, increasing technology acceptance and allowing for learning of technology competencies to be more effective.
In terms of the facilitating condition of building solid infrastructure by making sure to adopt the right technology and provide ongoing support after training, administrators must first adopt technology that will be the most effective for the line of work. Specifically, providing insufficient technology will present the organization with challenges rather than leverage and transform the level of teaching nor create an environment suitable for learners to thrive and flourish educationally. As follows, technological support must continue after training as the "exit process" of the initial training is crucial to an organization's capacity, skills, and knowledge to continue the newly implemented system. Creating a fail-safe by providing instructors with access to resources when necessary (Mallon, 2022), such as a list of contacts, specialists to run workshops, and FAQS to overcome difficulties is imperative in effectively adopting and adapting to the system. Doing so will also ensure that instructors are as prepared as possible to engage with the system and acknowledge the available information. In relation to what I have observed, an umbrella organization implemented a new technological system for all three organizations. After training and interacting with the system, most of the team members were faced with many challenges because there was not a clear understanding of how the system worked/did not have the adequate skills to proceed accordingly. The IT department was also not available for two of the organizations because they were located in a separate building from the overarching organization. Ongoing training and support, however, would have provided the means to use the system!
References
Constantino, C. A., &
Merchant, C. S. (1996). Designing Conflict Management Systems: A Guide to
Creating Productive and Healthy Organizations. Jossey-Bass Publishers.
Mallon, B. (2022). Lecture 7: Involving the Stakeholders. Conflict in Organizations/Organizational Conflict. Kansas State University. Manhattan; KS. Lecture
Venkatesh, V., Morris, M., Davis, G., & Davis, F. (2003). User acceptance of information technology: Toward a unified view. MIS Quarterly, 27(3), 425. https://doi.org/10.2307/30036540
I feel like it can be a catch 22. If the technology is insufficient, it poses problems. If the technology is adequate, yet not implemented in a way conducive to staff acceptance, then problems can arise there too. It’s a team effort- this whole business of education and using and implementing technology. Do you ever feel like the administrator carries a lot of the foundational framework of figuring out which time to do what for whom? From there, the organizations staff and employees then follow their leadership. Having that foundational leadership down gives the employees the space to do just that. Contribute to their own learning environment to be able to flourish. After all, don’t the employees have a certain level of responsibility to participate in meeting the goals of the organization or school? The line between leadership and motivation and actually doing the work can become blurred in this case.
ReplyDeleteGood point on the catch-22. In answer to your question, I would say yes! Administration is absolutely relied upon to make all those decisions and do the planning. There will always be those who will say "well I would have done it a different way" and "they could have done that better" but unless those people voiced any concerns in the process, or offered alternatives or solutions, then we have to be able to take comment and move on. But on that note, with administration making decisions and action plans, they also have to be able support why and back their decisions. And yes, employees certainly have the responsibility in participation to achieve goals. That blurred line can be very difficult, and it can also come down to different leaders with different administrative styles! In my office I apparently was "the nice" one, and my director was the "tough one." It worked out and we worked very well together actually. She had a short fuse and a little less tolerance for some staff, where I often would take a different approach and be able to work with and employee and try and help them find motivation to do something better. She needed to be that way to do her job, and as an assistant administrator, I took on more of the coaching role. When possible it is great to have an administrative team. I don't have that luxury in my current role as the only one! But my style seems to work in my environment.
DeleteGreat points brought to the table!! Thanks!... just like Kelly Ann, you have sent me on a a trip back in time too!! LOL. I love it - connecting new learning to old experience!! Thanks guys!! ;-)
Agree - achieving the "buy-in" can be tough. I like how you addressed letting the instructors help drive the integration of the technology. After all, they would be more likely to promote something to others that they themselves believe in. Also addressing the negative/naysayers is very important. They may not buy-in because they don't understand the importance or don't want to put in the effort.
ReplyDeleteAlso a solid infrastructure is undoubtedly necessary. I was on a team to implement electronic medical records in a paper-file office when it became mandated. I never really thought of everything we did for that project, just that it was part of my job as part of this team. From the very beginning we involved the end users of the product in which system our organization would purchase. We had the vendors come and do presentations and demos, staff were able to use each system in a playground setting so they could see what they would like. And in the end, after several months they really were the ones who selected the system we purchased. THEN came the even bigger job of implementation. We planned everything from several training sessions, to "go-lives," to selecting super-users, and continuing education. In the end, it was a successful implementation, but then we were bought by another hospital system and had to literally do it again to transition to a different EMR system. I didn't realize it then, but everything we did then is what we are talking about in this class!! Wow - my reply to your post really just took me on a trip down memory lane, and really helped me realize just how much effort was put in by the administrative team I was on! :) Pretty cool!
I think the blogs serve a great purpose for reflection and making connections to experiences or other courses because I have definitely caught myself taking trips down memory lane!
DeleteI am 100% on board with the your second point, getting instructor buy-in and allowing instructors to incorporate the new technolgy. Mallon (2022) had a great point about being able to find a natural capacity and progression for what instructors can do to make sure they are comfortable with the technology to drive a successful implementation.
ReplyDeleteThere of course are other required take-ons, but involving the instructors helps balance out the power dynamic as well. I think there also has to be an open-mindedness from the administrator to accept and help work through any feedback about the technology.
Reference:
Mallon, B. (2022). Lecture 7: Involving the Stakeholders. Conflict in Organizations/Organizational Conflict. Kansas State University. Manhattan; KS. Lecture
Yes, I agree that there are other required take-ons such as the one you mentioned of administrators being receptive to feedback! The process of successful implementation for the technology is definitely a team effort that is never-ending in part of new advances and system that may be developed!
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