Action Learning for Change Management in Digital Transformation Provisionally Accepted

Anja Ruhland^1* Jürgen Jung¹

• ¹Frankfurt University of Applied Sciences, Germany

Digital Transformation is not only a technology endeavour but affects the whole organisation, like a company or Non-Profit-Organisation (Tabrizi et al., 2019). Technologies like Artificial Intelligence, Data Science or Cloud Computing are relevant (Sebastian et al., 2017) but rather enable improvements (Pasqual et al., 2023;Vogelsang et al., 2019). Real benefits can only be achieved by a new business models or innovative products that will change the way how value is created in a company (Matt et al., 2015). As this also implies structural changes, succeeding in such a journey requires skills and competencies in conducting changes in an organisation.Education in courses on Digital Transformation at university aims to prepare students for conducting such changes within an organisation-both, from a technological but also from a management perspective. However, there are some challenges in teaching change management as the topic and the consequences of a change in a corporate environment are still quite abstract for students. While individual students managed personal changes in their life, challenges in a large organisation are hard to tell by just using words. Change projects and, therefore, a Digital Transformation for revolutionising the business model of a company, change the organisational structure, affect people and their careers and may cause uncertainty (Kotter, 2012).The paper presents a case study on applying Action Learning (AL) for simulating the situation during a change and how to facilitate a change. The objective therefore is to let students experience changes in organisations in order to develop a better understanding of the need for and how to deal with resistance from employees or stakeholders during a digital transformation.
AL, an experienced-based learning method, is described as e.g. learning by doing, collaborating, sharing ideas, lifelong learning as well as reflecting on practice (Zuber-Skerrit, 2002, p. 114). It focusses on taking action on important issues or problems (Hauser et al., 2023, p. 117). In addition, it is "a framework for a group of people to learn and develop through open and trusting interaction" (Pedler et al., 2005in Hauser et al., 2023, p. 116). The basis of AL is the concept of question. By asking questions, AL becomes a social process in which a lot of people start to learn with and from each other, and a learning community comes into being (Revans, 1982, pp. 66, 69,70).As well as AL, sustainable education is a cultural shift in how education and learning is understood (Sterling, 2008, p. 65). If the method is applied in higher education, it changes the learning and teaching culture. While the main objective remains knowledge transfer, experience as well as soft skills become more important including planning and organising the own learning process. AL can be used as a method to encourage students to be more independent.An AL Project starts with a specific (real) problem without a (simple) solution at handlecturers accompany the learning. Addressing the problem that confronts participants necessitates a decisionmaking process within the group. In this project the primary objective is to make knowledge from the lecture permanently available in the students' minds and also to motivate them to learn more independently, reflect and think critically. The achievement of the objective is supposed to be determined during the oral exams at the end of the semester.
The postgraduate course on Business Information Systems at the Frankfurt University of Applied Sciences (Germany) has a focus on Digital Transformation. A dedicated module on Strategic Process Management teaches methods and tools for optimising processes in the course of a transformationincluding change management. While teaching, it became clear that most students have never been subject to a significant corporate change, cannot assess the necessity for facilitating such a change and dealing with resistance from employees or stakeholders. The class was therefore running into danger to just learn words by heart (written in text books on change management) but will never understand how being part of such a change feels like. Hence, the teachers introduced one session using action learning to achieve sustainability in learning by experiencing change. The second author, who is the professor in charge, has no active role during the AL training session and is deliberately not in the room. As the examining and grading person the assumption is that it could hinder the training. The professor is therefore the Learning Process Facilitator (Robertson and Heckroodt, 2022, p. 81). The first author accompanies the process as participant and take on the role of observer. Two external facilitators guide the students through the training.This training has integrated work and learning which is the basis of AL (Maltiba andMarsick, 2008 in Cho andEgan, 2009, p. 441). The (learning) success was due to the systematic approach of this AL session as well due to the guidance of the trainers. Learning from experience does need structure otherwise it can be inefficient (Zuber-Skerrit, 2002, p. 115).A professional training company with experience in change management and personal development has been hired. Two trainers of this company prepared a curriculum on how to motivate a change and, at the same time, confronted the students with a tough situation. After the training, they had to break a wooden board with their bare hands. Being shocked by this perspective, students listened to the trainers while they talked about facilitation as well as motivation and explained everything based on breaking the board. The whole training took around five hours, and at the end, each participant broke the board with their bare hands.
In the pursuit of insights, data was collected through a combination of student observations and discussions and reflective exchanges with the students. The master students were hesitant in the beginningthey were expecting a lecture and got a quite different setting: visible through a circle of chairs, flip chart instead of Power Point and two people in front who do not look familiar. The students were intimidated, unsure and initially quiet. Over the day, the students thawed out and participated. At first, they could not make the connection to their lecture. The trainers supported the students in building the bridge to change management in the work context. This guidance through the trainers was necessary. Students were encouraged to ask questions and think of examples from their professional contexts; if they did not have them, references to their personal lives or volunteer work should be made. By the end of the day, students were open, asking questions, exchanging knowledge and experience, loosened up, and having fun: As the students were also emotionally involved in the training (because of the challenge) they developed an empathic understanding on how employees feel when being subject to change. This is one of the intended results since Action Learning has a "dual mission": people development and business impact (Cho and Egan, 2009, p. 441). They were able to experience transformation and change.It was a functional decision not to include the examiner in the training, because the observer also noticed that the students were somewhat restrained and sometimes looked at her. The observer was only known to the students from greeting and she also had the feeling that this made some people feel inhibited. For this reason, the external trainers, who ensure confidentiality, were ideal. The participative observation could have influenced the students' later statements.This case study is only transferable to a limited extent, since it is very specific: it only includes postgraduate student from one degree programme who mainly have done their undergraduates at the same university. In addition, for German universities, it is a rather smaller study group (10-16 students). Another special feature is the special background of the external trainers: Business information specialists and instructors for Jiu-Jitsu which both influence the case study/training.At the end of the semester, the module was concluded with an oral exam. The second author had often experienced students here in the past who reproduced knowledge but had limited understanding of what it meant and had difficulty bringing examples. This year, things were different: the students were able to give a lively account of change management based on the training and were able to substantiate the contents of the lecture with practical examples. The primary objective, as stated previously, can be seen as achieved as almost all students were able to reflect on the challenges with changes. One student struggled explaining reasons for resistance against changes in a company in the oral exam and just repeated words from the lecture slides. In this case the professor switched back to the role as a learning companion and encouraged the student to reflect on how they felt while being confronted with the wooden board challenge. Now the technical knowledge was connected to the emotional side and struggles with changes were explained in a livelier way.Action Learning as an innovative teaching method not only have advantages but also disadvantages in higher education settings. The following disadvantages and how we have tried to mitigate them should be mentioned: Applying AL is time consuming, and it has to fit in the university's schedule. We met this challenge through early and transparent (semester) planning. For AL, they were scheduled for a whole day and the session took longer than the usual lecture and exercise slot in the timetable. To counter this, the lecture room showed by a different seating (seating circle), which suggested a different teaching method, it was the day with excess length, and the integration of external facilitators made it clear that today is not a normal lecture.The case study makes the authors quite optimistic that Action Learning could be integrated in the curriculum to gain more time for the implementation and to enable a sustainable learning effect. Notably, certain factors have emerged as influential in promoting success in our case: the necessity of implementing AL in smaller group settings, the acquisition of external facilitators, the proactive scheduling of additional time slots within the semester plan, and the clear, advance communication of these schedule adjustments to enable students to align their plans accordingly. Importantly, there was an active expression of interest from some students for more sessions of this nature. In future, we are also planning to try out shorter formats to test whether AL could also be implemented in a regular course, i.e. 90 minutes.