Professionals fight a whirlwind of tasks everyday, especially in an educational institution such as Lamar University. Faculty and administration are consumed with the urgent matters at hand, the things that need to be done in order to keep the university functioning on a day to day basis. These daily tasks keep us so busy that there is little time to focus any energy elsewhere. This whirlwind can keep an institution from meeting its strategic goals by consuming our time and efforts. Luckily, there are specific strategies and models we can apply in order to reach those goals and successfully execute our plan for change despite the whirlwind.
The Influencer and The 4 Disciplines of Execution (4DX) are two valuable books that can be used in conjunction with one another in order to bring about significant changes in our learning environment through disruptive innovation. In my case, implementing mobile learning and BYOD at Lamar. Although the Influencer and 4DX are comprised of varied components, they consist of parallel ideas and strategies. Both strategies suggests focusing on 1-2 crystal clear goals that can be measured, “wildly important goals” (WIGs). Next, identify the high-leverage, vital behaviors, similar to the lead measures in 4DX, that will drive the lag measures (the results you are aiming for). The key motivations and abilities, that were identified in The 6 Sources of Influence Matrix from my last post, can be measured by the compelling scoreboard used in the 4DX model. In addition, the weekly WIG meetings described in the 4DX model will keep the team members accountable for acting on the lead measures (performing the vital behaviors).
In order to further my pursuit of bringing mobile learning and BYOD into the classroom at Lamar, I’ve built an outline, using the 4DX strategy, of how I plan to increase faculty use of mobile apps and services and BYOD techniques.
McChesney, C., Covey, S., & Huling, J. (2012) The 4 Disciplines of Execution: Achieving your wildly important goals. New York, NY: Simon & Schuster, Inc.