Change management in UKHE – a case study of a large-scale multimedia roll-out at De Montfort University
Implementing large-scale change in organisations requires careful management of the outputs and the effect on those who will be impacted by the change (academic colleagues) and those who will benefit from the change (students). The case study section describes an initial “bottom-up” (reflecting emergent or participatory-driven change) approach to the adoption of a multimedia technology and the transition to a “top-down” (driven by management) (Dearlove, J. 1997) approach in response to external policy drivers. The issues that this transition presented, and the blend of project management and change management techniques that have been employed to ensure wide-scale adoption are explored. It is proposed that no one single approach to change management can prevail in the modern HE context when striving for 100% saturation/adoption of a new technology in the curriculum within a specific timeframe. The argument is situated within existing literature on the subjects of change and project management in UKHE. The article also maps the experiences of and lessons learned by the project manager when managing change in a UKHEI. At the same time it highlights how effective project management relies upon borrowing from a variety of established change management models.
Citation:Pettit, I. Hall, R. (2018) Change management in UKHE – a case study of a large-scale multimedia roll-out at De Montfort University.
Research Group:Institute for Education Futures