Administrators seem to take on a myopic view when implementing digital technology across their institute. They assume that technology use and adoption, occur automatically and progressively by new technologies mere mandatory existence. In discounting the transformative nature of digitization and digitalisation on the culture, workforce, and technology dimensions of the institute, administrators become disillusioned, and fatigued by their reactionary acts to constant bombardments of new challenges and impediments. O’Brien and Reinitz (2021) advocate for transformational strategies that are calculated and planned to engender shifts in culture, workforce, and technology, boosting institutional architecture, tangible results, perceived value, and effecting mission and goals. This investment in digital transformations requires integrative leadership ( Brown , 2021), catalysts of change that proactively engage with relevant...
In this week’s blog post, I would like to elaborate on and confer my agreement with Swart et al. (2015) who succinctly resolved the responsibilities of an instructor, as inciting and facilitating the construction of a culture of learning and a thriving learning community. My examination of two instructor take-ons for the successful integration of technology in adult learning occurs within the context of an online post graduate formal program. In exploring a topic, I value context. Daffron and Cafferella (2021) note that context comprise of all persons concerned, including the institutional, economic, political, cultural, and social domains that are prime determinants in decision-making. Moore (2018) developed the transactional distance theory. The significance of this model was the conceptualisation of distance as the breadth of interaction and understanding between the instructor/facilitator and learner in online learning environments. Moore (2018) relates distance to the r...