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|Document Type: ||Presentation|
|Title: ||"Manning the barricades" : managing organisational boundaries for effective e-learning|
|Authors: ||Rossiter, D.|
|Issue Date: ||2009|
|Abstract: ||This paper explores how the boundaries within organisations, structural and cultural,
impact the take-up of an innovation, such as e-learning in a complex higher
education and defence environment. In doing so, the paper examines how structure
and environment act as impediments, or facilitators, to newer education and training
developments and whether these factors can be mitigated against or managed.
The most apparent barriers are structural. These are sanctioned forms that delineate
organisational workgroups and entities. They are inextricably meshed with the
policies, processes and practices that scaffold teaching and learning activity.
Structural dimensions can generally be managed or guided towards a common
mission, goal or endpoint. The more pervasive elements, however, are cultural and
include issues pertaining to role and identity and working within a more ambiguous
environment. Many human factors associated with change may be observed as overt
behaviour, but often they emerge as more subtle manifestations, which are both
difficult to identify and to manage in organisational settings. Strategies that rely on
influence, rather than control, can be more appropriate in the latter case.
The most challenging issues often occur at the boundaries of a system. Commonly
these complex issues and behaviours are interpreted as problems, and much of the
organisational effort is directed towards overcoming such change barriers. This
paper will examine various aspects of boundary behaviour, drawing on theories and
models of change, as well providing practical examples and strategies to manage
these boundary transitions more effectively.|
|Appears in Collections:||Staff publications - Cranfield Defence and Security, Shrivenham|
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