Change has a way of stimulating
emotional responses in people and organizations. Change can be a frightening thing for some
people or and exhilarating experience for others. Regardless of the feelings it evokes, change
can be dangerous, or even fatal, if not properly managed. Integrating technology into an organization
can be an uneasy process due to the rapid rate at which devices and software
becomes obsolete. To guard against
things like change for change sake by purchasing the latest, flashiest devices or
software, a leader should be identified.
This leader should be prepared to not only manage the changes in
technology within the organization, but also the affects of the changing
processes and tools which come with that change. In other word, a technology leader is a
person who manages both the physical and emotional changes within the
organization related to the integration of new technologies and
applications. Max Seeker, a fictional
technology team leader created by Hall (2008), represents such a leader. Max Seeker finds himself in a situation where
technical issues are compounded by an unproductive staff problem solving which
leave him frustrated, worried, and seeking solutions to his problems. Max seeks the help of three college
professors representative of both extremes of the leadership spectrum and the
ideal blend of both, the Sage, the Sensei, and the Oracle.
Hall’s depiction of a personal journey
for knowledge is a good point to be made for anyone faced with taking on a
leadership role. Learning about
differing styles and perceptions of leaders can be a great advantage in decision
making and personnel management. A well
known name in leadership training, Steven Covey, developed seven principles for
leaders which seem to have a universality to be adapted across a broad spectrum
of leadership opportunities. These
principles seem to focus primarily on planning.
Covey (2004) says to “Begin with the end in mind” when approaching a
leadership challenge. This would seem to
tie well with leading technology changes.
With the constant stream of new and flashy technological innovations,
organizations could get caught up in the hype of the promises of unproven merchandise,
leaving them with buyer’s remorse after investing in the product. Picciano (2011) supports the importance of
poor planning as “One of the major issues impeding the establishment of
successful technology programs in schools.”
A technology plan is like a roadmap that the organization uses to
implement its program. It provides
direction and flexibility to pick alternate routes as needed to reach the
organizations goals.
References
Covey, S. R. (2004). The seven habits of highly effective people:
Restoring the character ethic. New
York
Hall, D., & International Society for Technology in Education. (2008). The
technology director's guide to leadership: The power of great questions. Eugene
Picciano, A. G. (2011). Educational leadership and planning for
technology. Upper
Saddle River
