Leading Change: “Going Green” with iPads
Academic Leadership - Online Journal,
Vol. 9 No. 3 (2008): Vol-9-Issue-3-March-2008
In the fall of 2010, our department began a “green” professional development initiative designed to
reduce paper usage as we collectively learned to use iPad touch technology for department meetings.
The adoption of an iPad initiative was a manifestation of an expectation and commitment to
communication and capacity building within the department. Effective implementation would result in
responsible resource utilization, effective communication and communal learning. This initiative was
part of the chairperson’s effort to enact a vision of a collaborative culture with transparency, autonomy,
and interdependence within the department.
Edgehouse, et al (2007) offer four models for leading change through visioning and learning. These
models describe how leaders create cultures by providing broad parameters for learning and work that
enact an organization’s values (p.10). Wheatley (2006) applied chaos theory to organizations and
posited that an organization’s vision and values act as a force field influencing people’s behavior
(p.13).This suggests that communication and capacity building efforts aimed at fostering a culture of
transparency, autonomy, and interdependence would create an unseen field; influencing the learning
and work behavior of department members and ultimately shaping the identity of the department. The
iPad initiative offered the opportunity to focus department members’ efforts on effective communication
and collectively developing touch technology capacities.