A university deemed it necessary to migrate to a hybrid teaching format for its adult learners. In preparation, they converted to a new learning management system and installed new technology in the classroom. In theory, it should be a positive addition with the three new components rolled out at once.
However, a system-wide glitch in the LMS software locked everyone out for the first few days of classes. The technology wasn’t installed correctly, nor was it tested, so the first night of class had what can kindly be called “technological difficulties,” with no IT on site in the evening when classes are held. Online students were unable to interact with those in person; consequently, no one had a good experience (especially the teacher!)
A student suggested that perhaps this should have been rolled out during the summer term, when there is far less enrollment, or a mock class held to ensure that the components interacted as planned. It seemed obvious to them, but the person in charge did not have that foresight and was several levels removed from the chaos that ensued.
If you are in charge of a major change effort, it is best to be present during the initial launch. If all is well, you can bask in your success. If things go astray, you can feel the emotional frustration of those impacted and ideally have the power to resolve the issues quickly. Owning the idea but not the backlash is abdication, not leadership.
