DB FPX 8620 Assessment 4

Preliminary Project Frameworks

Godfrey (2019) clarifies that a research project framework provides the underlying model or structure to allow collective research work. A research project framework helps in identifying different situations and responding with approaches and methods appropriately. The project framework is explanatory; it should never clarify any concept that may influence an outcome. The project framework may be beneficial to allow a business to surmount a challenge and close the gap in practice.

Methodology Framework

In accordance with Dew (2007), the methodology framework outlines principles of research methods that are different from data-gathering methods. Methodology determines the method through which researchers are able to construct data to be analyzed. McMeekin et al. (2020) state that the benefits of using methodological frameworks are more familiar, but there is no standard definition for a methodological framework. This would not be the best practice since, up to now, there is no published guide on how to develop one.

Image Credit: A Preliminary Analysis Modeling of the Relationship between Quality Management Practices and Sustainable Performance (2020)

Conceptual Framework

Farhat (2022) further adds that the conceptual framework comprises a main purpose and essential concepts. This framework is applicable to the project of how leaders lead the change that comes with digital transformation and the changes that stakeholders must embrace in order to maintain business operations in a digital marketplace successfully. The conceptual framework revolves around three guiding constructs: inquiry, action, and advocacy. The benefit of a conceptual framework is that it ought to be easier to publish artifacts that are a consistent collection of rules and standards. The problem is actual, and thus the conceptual framework will allow the problem to be solved in time.

Conceptual Framework Image Example: Image Credit: Southeastern University. Conceptual Framework. Southeastern University

Theoretical Framework

Grant and Osanloo (2014) explain the theoretical framework as the foundation on which all knowledge is metaphorically and literally built for a research study. The theoretical framework is the rationale and structure of the study’s support for the problem statement, purpose, significance, and research question. It is related to the project of how leaders embrace the change with digital transformation and alterations that must be embraced by stakeholders to effectively do business in a digital economy. The theoretical framework serves as a literature review base or anchor along with the analysis technique. Essentially, a theoretical framework is derived from a provided theory. Because this framework is based on a provided theory, it is not the optimal framework for the proposed project.

The theoretical framework addresses the following questions:

• What do we think or feel about the phenomenon we are studying?
• Do we want to explain, describe, interpret, criticize, support, or read?
• What would happen if we did that?

Theoretical Framework Example Image Credit: A. (2022, February 4). Examples of Theoretical Framework in Qualitative Research. Tutorsploit. Tutorsploit

Selected Framework

The most appropriate framework for the suggested project is the conceptual framework. This framework is applicable to the project of how leaders implement the change pertaining to digital transformation and the changes that stakeholders must embrace to maintain business operations in a digital marketplace effectively. The conceptual framework puts its focus on three guiding concepts that encompass inquiry, action, and advocacy. It is the benefit of a conceptual framework that it becomes simple to pass a collection of standards and regulations. The conceptual framework will give an immediate solution for the practical issue.

Three Potential Frameworks

Effective Change Management Framework

Image Credit: Wudaru, S. R. (2020, September 20). Change Management Framework – The PHD Diaries. Medium. Medium

Key Concepts: 

This framework is based on five concepts. Concept 1 is balance of change; why is the business changing? The second concept is leverage, and this deals with what needs to change. The third concept is pace and process, and this deals with where the energy to change originates. The fourth concept is communication, and this is how one speaks about the strategy. The fifth concept is leadership, and this is who must lead the change.

Framework Alignment: 

The general business problem in the proposed project is that leaders are poorly prepared to deal with resistance to change, and therefore employees are poorly guided and directed through changes in operations. The practice gap is that leadership is not aware of how to deal with impacted employees appropriately. This framework specifically complements the planned project because every concept has to deal with the challenge of leaders not knowing how to manage change. From this concept, it will assist in providing viable solutions and resources to aid leaders in managing change, particularly in managing each of the concepts in the framework.

Cavendish Wood Change Management Framework

Image Credit: Whitehurst, M. (2020, March 16). Change Management Process & Frameworks for Driving Real Value from Digital Investments. Cavendish Wood. Cavendish Wood

Key Concepts: 

This model is based on six ideas. The first idea is to determine what must be changed. The second idea is to evaluate how this change will occur. The third idea is to ready the organization for change. The fourth idea is to inform the change. The fifth idea is to put the change into action. The last idea is to analyze the change.

Framework Alignment: 

In the proposed project, the general business problem is that leaders are not well trained to deal with resistance to change, and therefore the staff is not well directed and processed through operational changes. The practice gap is that the leadership has no knowledge of how to deal with change-affected employees in a proper manner. This framework is directly in accordance with the planned project, as all ideas should address the matter of leaders being unaware of how to deal with change. By employing this idea, it will be able to offer possible solutions and tools that can assist leaders in dealing with change, specifically in addressing every one of the concepts in the framework. This model is quite close to the Effective Change Management Framework except for the fact that it includes an evaluation.

Prosci ADKAR Framework

Image Credit: Mullen, C. (2020, August 13). A 5-Step Framework for Managing Organizational Change. The Workforce Institute at UKG. The Workforce Institute

Key Concept: 

This model has five concepts. Awareness is the first one, and for this purpose, the company needs to be aware that it needs to change. The second concept is the desire to participate and support the change. The third concept is the knowledge of what is changing. The fourth one is the capacity to execute needed skills and behavior. The fifth one is the reinforcement to continue the change.

Framework Alignment: 

In the proposed project, the general business problem is that leaders are poorly equipped to manage resistance to change, and therefore employees are not well directed and led through changes in operations. The practice gap is that leadership is not knowledgeable on how to manage employees impacted by change effectively. This framework is straight and to the point with the proposed project since every idea is mandated to respond to the issue of leaders being unaware of how to handle change. Using this idea will help provide feasible answers and solutions to aid leaders in managing change, most importantly by facing every idea in the framework. This model is also very much like the Effective Change Management and the Cavendish Wood Change Management Models but includes the desire of the firm to answer the “why” by way of change.

Selected Framework

The Prosci ADKAR Model is most suited for the recommended project. The model has the ideas that are able to bridge the gap and offer solutions for leaders not being aware of how to manage resistance to change. This model is better since all stakeholders must have the need for change. The concepts of knowledge name all the changes and keep all stakeholders up to date on the process. Lastly, it has the reinforcement concept. Through reinforcement, what is working and what we must do differently will be identified so that the organization can reinforce the change process and look for signs of success.

Preliminary Project Plan

Technique 1: Qualitative inquiry to explore the attitudes, perceptions, or motivations of leaders as to dealing with resistance to change.

Alternative Technique: The critical path method is another alternative technique for this project. Slate (2022) defines the critical path method as an algorithm for resource utilization applied in scheduling a project activity set. The critical path method will document all the work required to execute the project, the relationship among the jobs, and each action will be documented on how long it will take to get accomplished. This type of project tool would be appropriate for this recommended project and will allow the researcher to totally address the project question and would be aided by action within this method that cannot get finished until one is done.

Reflection on Project Alignment

In trying to find probable organizations that best match the subject project, the following keywords were used: “research organizations for leading digital transformation.” The initial organization found was the Institute for Management Development. IMD’s Global Research Center was established in 2015 and is the authority on best practice research on digital transformation (IMD, 2022). IMD is directly aligned with the proposed project because it offers resources directly related to digital transformation. The second organization identified is the Center for Leadership (CCL). CCL is an ideal partner to align with the proposed project because they specifically focus on leadership individually, within a team, and in an organization’s development.

The final organization identified was Gartner. Gartner is the global research and advisory firm that offers research solutions that strive for actionable, objective insight to executives and teams. Gartner would be an ideal partner for the proposed project because they have over 40 years of experience in rigorous proprietary research, expert advice, tools, and peer networks (Gartner, 2022). The Institute for Management Development, Center for Leadership, and Gartner would be the most ideal institutions to aid with the proposed project because all three institutions offer research, tools, and resources that specifically address leadership development and digital transformation.

The Institute for Management Development, the Center for Leadership, and Gartner would be perfect organizations to fund the suggested project since all three organizations provide research, tools, and resources directly linked to leadership development and digital transformation.

Organization Agenda Relevant Alignment

Institute for Management Development: 

An independent academic center. Faculty and research staff pen articles, case studies, books, and reports on a wide range of topics like digital transformation. The Global Center for Digital Business Transformation provides fresh insights and evidence-based guidance to help organizations achieve successful digital transformation. Sustained focus on management and contemporary practices. Collaborative structures with industry giants with a focus on innovation and new growth (IRI, 2022).

Center for Leadership: 

The aim of CCL is to foster greater understanding, better practice, and greater development of leadership for the benefit of society worldwide. Leadership with positive digital transformational intent. Research-based approach by CCL. Leadership solutions for individuals, teams, and organizations (CCL, 2022).

Gartner: 

Gartner, Inc., is a Stamford, Connecticut-headquartered technology research and consulting firm that studies technology and shares the study both in private consulting and executive programs and in conferences (Gartner, 2022). Proprietary research approaches. International team of more than 200 research and advisory professionals. Peer networks, training, and development in leadership areas (Gartner, 2022).

Revised: Introduction

According to Kraus et al. (2021), globalization has put increasing pressure on firms to change. Some of this change entails changes in the traditional business models. Businesses must include digital transformation within their business model to thrive in competitive markets and environments. Digital transformation requires a change in the business model. Most importantly, digital transformation demands accepting change from the key internal stakeholders so that the digital strategy can operate well and efficiently. Beer et al. (2016) argue that unless one is well-trained in resisting change, learning a new task does not lead to enhanced overall performance because individuals will eventually return to their former way of doing things. This project aims to establish how leaders implement the change that is part of digital transformation and the changes stakeholders must embrace in order to be able to effectively carry on business operations in a digital economy.

Problem of Practice

This study is essential to the advancement of digital transformation for leadership that faces resistance to change. This project aims to address resistance to change and how leadership can overcome these challenges to implement a digital strategy successfully. Problem of Practice In Expert Panel research, Forbes Coaches Council (2019), if a business finds that its leaders no longer have command over their people, there is a gap.

The general business problem is that leaders are not well-trained in how to handle resistance to change, and therefore, employees are not well-guided and directed through work changes.

The result of this resistance to change can cause loss in production and revenue for the company. The particular business issue is that managers do not have the critical training required to address resistance to change by employees, resulting in lost productivity and huge staff turnover. Roll-out of change is one of the biggest challenges organizations need to cope with, as suggested by Rehman et al. (2021). If not trained, managers will be unable to pierce the resistance to change by employees who fear doing something else. Viki (2018) describes the human barriers to digital transformation as a tendency among people to do nothing or remain unchanged with the new ground introduced by digital strategy. 

Gap in Practice

Doubt is yet another human barrier that can increase resistance to change. The doubt is driven by the belief that the change cannot occur and will not succeed. Given recent global events, digital transformation was an unprecedented abrupt change required by businesses to remain competitive. With the change came immediate resistance from employees. Employees were forced to rapidly abandon their conventional way of doing things and embrace digital transformation.

The Desired State

The hoped-for outcome is that leadership will be properly trained to guide the employee experience through times of change. Lundy (2013) discovered that a motivating leadership style, cultivated through training, effectively lessens resistance to change.

Purpose of the Project and Project Question

This project seeks to gain a better understanding of the leadership challenges associated with resistance to digital innovation. It also hopes to explore the training leaders undergo prior to effecting change in order to tackle internal resistance. The topic of leadership challenges and resistance to change is vast. This project will create a qualitative research study on leadership challenges, training, and resistance to change in the workplace.

Qualitative Inquiry

The goal of this qualitative research project is to examine leaders’ views on new strategies and methods for overcoming resistance to change in the workplace.

Project Questions

• What are leaders’ views about their ways of learning new leadership methods?
• What are leaders’ views about methods that have worked to overcome resistance to change?
• What are leaders’ views about methods that have not worked to overcome resistance to change?

Preliminary Terms and Definitions

• Digital Transformation: An underlying shift in how a business provides value to its clients (Boulton, 2021).
• Digital Innovation: Leveraging digital technology and applications to improve a company’s worker performance and customer experience and introducing products and services that deviate from the conventional business model (Erdem, 2021).
• Digital Strategy: Utilization of digital technologies in business models in order to establish new, distinguishing business capabilities (Reyes, 2020).

Why This Project Is Needed

Yukl (2008) established that various leadership behaviors, management programs, structural forms, and external initiatives shape the performance of determinants that leaders can influence in order to control and navigate organizational effectiveness. The project is essential in enabling organizations to comprehend how leaders drive change and bridge the gap where leaders fail to possess skills in driving change. The gap in leadership practice, in which leaders are poorly equipped to assist employees through digital transformation, can have adverse effects on business processes. Rehman et al. (2021) recommended that further studies should examine the impact of dimensions on resistance to change in order to build a stronger framework in terms of the antecedents and consequences of change management.

The open-ended project questions are as follows: This qualitative research project seeks to examine the issues leaders encounter when implementing change in the workplace. What training have you undergone on how to effectively manage resistance to change? Answering these questions will help businesses gain a better understanding of the challenges leaders face when change is introduced into traditional business models. The study’s outcome will provide insights into the advantages and disadvantages of training leaders to manage resistance to change and offer a checklist or roadmap to help other businesses avoid pitfalls related to insufficient training.

Author Note – Reflection on Alignment

The overall issue of applying a digital strategy is resistance to change. The gap in practice is that leadership has not been effectively trained to lead employees through digital transformation. Implications of the study will hold relevance for every business function wherein leadership guides projects and priorities. The problem, practice gap, purpose, and project questions all converge to address the objective of supporting leaders in overcoming resistance to change in the workplace. The link between the problem of insufficient training for overcoming resistance to change and the practice gap of organizational leaders failing to leverage digital transformation strategies effectively is essential. Determining these areas will inform future leaders of the effects of poor training and close the practice gap.

DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study 

Dew, K. (2007). A health researcher’s guide to qualitative methodologies. Australian and New Zealand Journal of Public Health, 31(5), 433–437. https://doi.org/10.1111/j.1753-6405.2007.00114.x

Erdem, S. (2021, June 11). What is digital innovation, and how do you achieve it? UserGuiding. https://userguiding.com/blog/digital-innovation/

Farhat, M. (2020, December 8). Conceptual framework: Best video explanation for students and CPA candidates. Farhat Accounting Lectures. https://farhatlectures.com/

Godfrey, M. (2021, December 12). What is a research framework and why do we need one? Medium. https://uxdesign.cc/what-is-a-research-framework-and-why-do-we-need-one-b3fac8351d46

Grant, C., & Osanloo, A. (2014). Understanding, selecting, and integrating a theoretical framework in dissertation research: Creating the blueprint for your “house.” Administrative Issues Journal Education Practice and Research, 4(2).https://userguiding.com/blog/digital-innovation/

Kraus, S., Jones, P., Kailer, N., Weinmann, A., Chaparro-Banegas, N., & Roig-Tierno, N. (2021). Digital transformation: An overview of the current state of the art of research. SAGE Open, 11(3), 215824402110475. https://doi.org/10.1177/21582440211047576

Leadership Development Solutions & Services. (2022, February 17). CCL. https://www.ccl.org/leadership-solutions/

Lundy, V. (2013). Project leadership influences resistance to change: The case of the Canadian public service. Project Management Journal, 44(4), 45–64. https://doi.org/10.1002/pmj.21355

DB FPX 8620 Assessment 4: Business Project Idea: Developing a Business Study 

McKendrick, J. (2021, April 10). Training upward: Your executives may not fully understand digital transformation. ZDNet. https://www.zdnet.com/article/training-upward-your-executives-may-not-understand-digital-transformation/

McMeekin, N., Wu, O., Germeni, E., et al. (2020). How methodological frameworks are being developed: Evidence from a scoping review. BMC Medical Research Methodology, 20, 173. https://doi.org/10.1186/s12874-020-01061-4

Newman, D. (2018, August 20). 2018 digital transformation trends: Where are we now? Forbes. https://www.forbes.com/sites/danielnewman/2018/08/20/2018-digital-transformation-trends-where-are-we-now/?sh=22de35c0c647

Rehman, N., Mahmood, A., Ibtasam, M., Murtaza, S. A., Iqbal, N., & Molnár, E. (2021). The psychology of resistance to change: The antidotal effect of organizational justice, support, and leader-member exchange. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.678952

Reyes, C. (2020, August 3). Digital strategy—The evolving business strategy | Liferay. Liferay. https://www.liferay.com/resources/l/digital-strategy#:%7E:text=Digital%20strategy%20focuses%20on%20using,use%20to%20achieve%20these%20changes.

DB FPX 8620 Assessment 4 Business Project Idea: Developing a Business Study 

Rosala, M. (2020, January 26). The critical incident technique in UX. Nielsen Norman Group. https://www.nngroup.com/articles/critical-incident-technique/

Slate, A. (2022, April 22). Critical path method: A project management essential. Wrike. https://www.wrike.com/blog/critical-path-is-easy-as-123/#:~:text=Critical%20path%20method%20(CPM)%20is,The%20dependencies%20between%20the%20tasks

Spring, K. (2021, October 27). Overcoming resistance to change within your organization. BetterUp. https://www.betterup.com/blog/resistance-to-change

Viki, T. (2018, September 26). The three human barriers to digital transformation. Forbes. https://www.forbes.com/sites/tendayiviki/2018/09/23/the-three-human-bar