Grief.and.the.Psychological.Transition.Process.Among.Information Technology.Team.Members
Change is a fundamental aspect of organizations, driven by the need to improve, adapt, or innovate products and business operations Information technology plays a crucial role in facilitating this dynamic change process, which involves collaboration among people, processes, and systems This chapter presents an interview-based study focusing on health information technology workers, aiming to explore the transition process associated with organizational change and the experiences of individuals in IT teams tasked with implementing these changes.
This chapter emphasizes the importance of the psychological transition of information technology team members in facilitating successful organizational change The effectiveness of technology implementations relies on how well these teams understand and value the proposed changes The author concludes by offering several recommendations to aid information technology teams in navigating their transition during and after the change process.
Re-Defining.Work-Life.Boundaries:.Individual,.Organizational,.and.National Policy.Implications
Individual, Organizational, and National Policy
The rise of mobile computing has significantly impacted the lives of knowledge workers by blurring the lines between work and personal time Previous studies identified the work-life boundary as either segmented or integrated; however, the advent of mobile technology introduces a new framework with three key dimensions: schedule flexibility, home boundary permeability, and work boundary permeability.
This chapter reviews significant research studies to explore work-life boundaries from individual, organizational, and national policy viewpoints While many countries have incorporated work-life balance into their legislative frameworks, the author emphasizes the need for both formal and informal cultural shifts to convert work-life conflict into work-life harmony.
User-Created.Online.Learning.Videos:.Collaborative.Knowledge Construction.Through.Participatory.Design
Participatory Design (Adesola Olulayo Ogundimu)
Learning is the process of transferring information to create or expand knowledge Traditionally, it was seen as a distinct activity reliant on physical mediums and locations for accessing knowledge However, technological advancements have broadened the avenues for discovering, creating, and sharing knowledge, enhancing the learning experience.
In this chapter, the author enhances existing literature by shifting the focus of knowledge transfer methods from individual processes to collaborative, collectively-constructed learning environments Emphasizing participatory design, a humanistic and user-focused approach, the author advocates for the co-creation of learning spaces Additionally, the chapter highlights how participatory design can effectively implement best practices in the development of online learning videos.
A.Composite.Risk.Model.for.Optimizing.Information.System.Security
Organizations face a significant challenge in enhancing information security, as they must balance optimal investment with avoiding excessive security measures To achieve this, security teams need to pinpoint the most vulnerable aspects of their information systems and select appropriate tools to bolster their defenses In light of these challenges, a two-step information technology risk-management decision support model is proposed, focusing on identifying breaches and risks, and demonstrating its effectiveness through practical application.
In this chapter, the authors introduce a dynamic model that quantifies risks within information technology security systems and optimizes security tools and strategies to mitigate these risks They apply this model to a case study of a large college in Israel, leading to the identification of high-risk subsystems that necessitate increased investment to enhance the institution's information technology security.
Communication.Matrices.for.Managing.Dialogue.Change.to.Teamwork Transformation
The digital revolution has transformed organizational practices, necessitating the adoption of technology and a focus on people-oriented challenges Implementing effective change management strategies is essential for achieving human-centered objectives, often utilizing methods like appreciative inquiry to foster meaningful dialogue among team members By facilitating crucial conversations, organizations can enhance teamwork and communication, ultimately building the capacity to manage teams more effectively as new technologies are integrated.
This chapter outlines a four-step process emphasizing communication as a vital tool for organizational change The change management strategy was executed within the human resources unit of a U.S.-based company, aiming to enhance skills in conducting critical conversations to facilitate organizational transformation Through a narrative-based inquiry, the author evaluated the effectiveness of this process from both the internal perspective of HR team members and the external viewpoint of the author who implemented the change.
Chapter 6: Using Big Data to Understand Chinese Users’
Intentions to Tap Through Mobile Advertisements (Jing Quan)
The rise of mobile technology has enabled advertisers to leverage applications for delivering targeted ads to electronic devices By analyzing user behavior and preferences, mobile advertisers can create more precise advertising content This chapter explores a data optimization study focused on mobile advertising as a burgeoning field, comparing the presentation and engagement of marketing strategies that were once limited to other devices or methods with those tailored specifically for the mobile community.
The author illustrates the power of big data analytics by extracting extensive back-end data from a Chinese mobile advertising company to develop explanatory and predictive models for informed decision-making Two empirical models were created to assess mobile advertising effectiveness: the first, derived from logistic regression analysis, forecasts the likelihood of a user tapping on an advertisement based on environmental factors The second model, employing Bayesian network analysis, utilizes conditional probabilities to predict subsequent user behavior based on historical interaction with advertisements Together, these models enhance data-driven decision-making in the mobile advertising sector.
Big.Data.Adoption:.A.Comparative.Study.of.the.Indian.Manufacturing.and Services.Sectors
Big data has revolutionized organizational operations, transforming data into exponential knowledge It drives advancements across business, scientific, and technical domains through enhanced analytics derived from integrated data sets A recent study examines the factors influencing big data adoption and its advantages for organizations, emphasizing the necessity of systematically assessing these factors at the industry level.
The study analyzed survey data from 478 firms in India, including 210 manufacturing and 268 service firms, to construct a structural equation model based on the Technology Organization Environment (TOE) framework It empirically tested 10 hypotheses related to big data adoption, providing a comprehensive assessment of technological, organizational, and environmental factors The findings revealed notable differences in big data adoption based on firm type and highlighted data privacy and organizational data environment as key determinants This chapter offers an empirical examination of big data adoption in India, with a robust sample size that enhances the generalizability of the results regarding the challenges related to technology, organization, environment, and security in big data adoption.
This book explores the key elements of knowledge discovery, focusing on who is involved (individuals and teams), how it is achieved (best practices, models, processes), and what it entails (data optimization) It highlights the cyclical relationship between information management and its impact on individuals, teams, and enterprises Through various perspectives and case studies, the chapters delve into the roles of knowledge workers and the significance of data optimization Collectively, these seven chapters offer a comprehensive understanding of the knowledge discovery spectrum, addressing timely issues as educators and students increasingly leverage technology for teaching and learning In today's remote work environment, knowledge workers utilize advanced technologies like supercomputers and big data to tackle complex challenges, such as developing epidemiological models and predicting human behavior The ongoing discourse around data, technology, and knowledge discovery is crucial, as it enhances our ability to plan and respond to an unpredictable world.
The George Washington University, USA
The editor expresses gratitude to the chapter authors for their time and expertise, acknowledges the reviewers for enhancing the quality and coherence of the chapters, and appreciates the editorial advisory board members for their unique contributions to the book's completion Additionally, heartfelt thanks are extended to the IGI Global staff for their steadfast support during these challenging times.
The George Washington University, USA
Information technology (IT) employees play a crucial role in planning and implementing new solutions to support evolving business practices and enhance service delivery to internal users and external customers However, they often lack input in technology decisions made by leadership, which can result in rework and deployment failures Excluding IT staff from the change process can adversely affect their morale and the overall success of organizational change initiatives This chapter examines the personal transitions of IT workers and the effects of organizational change on their roles and responsibilities.
Organizations are in a constant state of evolution, necessitating regular updates to their infrastructure, systems, and roles These adjustments lead to new business practices and operational changes that affect both internal and external stakeholders (Goodman & Loh, 2011).
Grief and the Psychological Transition Process Among Information Technology
LCDC, LLC, USA anticipates that various Information Technology (IT) disciplines, including solutions architecture, development, data management, and technical support, will continuously evolve to foster and support change, particularly in information technology-driven business innovation While change can be perceived negatively depending on individual experiences and management, its success hinges on the willingness of those affected to adapt and embrace new approaches In the current business landscape, understanding the primary drivers of change is essential for effective adaptation and implementation.
(2010), the psychological transition process is the most important factor in achieving successful change for the organization and its workforce.
The success of technological changes in businesses largely hinges on how IT teams manage these transitions and recognize their value to both the organization and its individuals Understanding planned change can positively influence change agents, as it is crucial to differentiate between change and transition Change is an event, such as moving to a new location or reorganizing team roles, while transition is a psychological process that individuals undergo as they adapt to these changes As Bridges (2010) notes, transitioning involves a three-phase process that helps people internalize and adjust to the new circumstances brought about by change.
In a previous study, the author explored the human aspect of change by analyzing the transition dynamics among eight individuals in an information technology setting (Larry, 2017) This qualitative research aimed to offer valuable insights and a deeper understanding of the associated processes.
The article explores how individuals in information technology teams experience the phases of transition during significant change efforts Utilizing the Kübler-Ross grief model, which includes stages such as denial, anger, bargaining, depression, and acceptance, the researcher examines the emotional responses of IT employees Additionally, Bridges’ three-phased transition theory—comprising ending, the neutral zone, and new beginnings—provides a framework for understanding the personal experiences of these employees throughout the change process.
This research aimed to enhance the understanding of the transition process during change events, focusing on the experiences of individuals within IT teams It highlighted how technology-driven organizations place IT workers at the intersection of managing both people and systems to implement necessary changes effectively The study revealed that the complexities of technological concerns and diverse interpersonal interactions elevate the challenges faced by IT team members during change implementation and support By exploring the lived experiences of these professionals, the research shed light on their encounters with change, the psychological transition processes involved, and their interpretations of these dynamics Additionally, it connected individual experiences of transition to broader psychological frameworks proposed by Bridges and Kübler-Ross, emphasizing the emotional aspects of navigating change.
A grief construct is simply defined as “a normative means of grieving” (Kearney
Grieving now encompasses various forms of loss, including the death of a loved one, job loss, rejection, relationship breakdowns, addiction, incarceration, chronic illness, infertility, and even minor losses Originally defined by Dr Elisabeth Kübler-Ross at the University of Chicago, the term was specifically related to death Kübler-Ross introduced the concept of "transition" to describe the psychological journey from life to death, broadening the grief construct to include experiences beyond dying She identified five stages of grief: (a) denial and isolation, (b) anger, (c) bargaining, (d) depression, and (e) acceptance, each representing a distinct phase in the grieving process.
1 Denial is defined as “refusal to accept the diagnosis or change event” (Kearney
2 Anger is defined as “feelings of anger, rage, envy, and resentment associated with the impending death or change event” (Kearney & Hyle, 2004, p 114; Kübler-Ross, 1969, p 64);
3 Bargaining is defined as “attempts to trade one action for avoidance of death or loss” (Kearney & Hyle, 2004, p 114; Kübler-Ross, 1969, p 94);
4 Depression is defined as “the replacement of anger with a sense of loss” (Kearney & Hyle, 2004, p 114-115);
5 Acceptance is defined as the final stage in which “anger and depression about death or loss has dissipated; an emotionless state” (2004) (p 115) Kearney
The stages of grief are not linear; they can overlap, repeat, or be replaced, which may prolong the transition process and affect the overall timeline Recognizing this complexity is crucial for effectively managing the grieving experience.
This study examines how IT teams manage transition processes, focusing on effective strategies for handling change It provides insights into the overall transition experiences of individuals responsible for implementing and supporting change initiatives.
Transition, as defined by Bridges (2004, 2010, 2013), refers to the psychological experience of change that individuals undergo continuously Similar to Kübler-Ross's model, "transition" captures the psychological processes triggered by significant change events Bridges' framework outlines the overarching phases of transition, offering a broader context that complements the criteria of the Kübler-Ross grief model This perspective is particularly relevant for IT teams, as it highlights the collective experiences of team members that informed this research study.
(2004, 2010, 2013) proposed three phases of transition that occur, over time and at different speeds, based on where change is initiated:
1 Letting go of the old ways;
2 Going through an in-between time when the old is gone, but the new isn’t fully operational; and
3 Coming out of the transition and making a new beginning.