6024-Activity4-a digital narrative

Activity 4:Develop a digital narrative on a topic of your interest.

This week, I created a digital narrative by Windows Movie Maker.
It is my first time to use Windows Movie Maker, which is a quite wonderful experience.
My digital narrative is named " The Story of 20Legend", about my favourite football player Ole Gunnar Solskjaer.
In order to let the story more clear and lively, I also used image processing software,  added some description and coupled with  some beautiful effects. At last, I add some music into my video.
In this process, I learned and worked at the same time.When I faced some technical problems, I would read some examples. By continuous modification and improvement, I finished my digital narrative -" The Story of 20Legend".
Then, I created a VIMEO account, and uploaded my video. At last, I insertion my video to my blog.

When I first uploaded my video to VIMEO, I find the less than 1 minute part was remained. So my video can not be played completely. As the result, I went to YouTube. Unfortunately, the same situation happened. At last, I had to modify my video, and extended the video length.
Now, it's OK. It's really a good experience.

You can also watch it on YouTube(http://www.youtube.com/watch?v=5pSNwzgfPCg)

Untitled from Angie Fu on Vimeo.

6328Session3 Activity3

Activity3: Develop and articulate for describing leading change in an organisation of your choice.

Fullan’s framework gives me some new idea about the organization change.

In reform process, the leaders never communicate with their subordinates. Generally speaking, a majority of companies always neglect their employees’ opinions and demands. In fact, this situation seems to be more common in governmental organizations, because the orders from leader must be implemented. The change in my organization, industrial association of Industrial and Commercial Bureau, is a good example to present this point.

At first, the organization never informed staffs that a new on-line system would be used. When the former system was suspended, the staffs just realized it. It is a coercive leadership style that “the leader demands compliance”. (Goleman, 2000) As a result, the personnel feel so resentful. According to Fullan(2001), “most people want to be part of their organization; they want to know the organization’s purpose”. Indeed, many organizations only want employees to obey their demands. Due to this discontentment and the inadaptability, it led to a worse effect in my organization at the initial phase. Meanwhile, the leaders pursued the new performance standard, which worsen the existing problems and conflicts. In fact, “many employees feel overwhelmed by the pacesetter’s demands for excellence, and their morale drops”. (Goleman, 2000)

As the lasted dissatisfied and inefficient, the leaders began to realize the seriousness of the issue. As the moral purpose, “people are both driven by egoistic (self-centered) or altruistic (unselfish) motives. The leaders first organized some training course which aimed to improve staffs’ IT skills to adapt the new on-line system. While, the staff was more willing to regard it as a self-improvement channel to some extend. It seemed that the organization discovered an emotional connection with their employees. In fact, the reason why people fear of change, is because they “lack of technical know how or skills to make the change work” (Fullan, 2001). After the staffs got the enough confidence and time to adapt, the situation was changed. As a consequence, the staff worked more actively.

Meanwhile, the leaders began to communicate with their subordinates. Actually, leaders began to listen and receive their staffs opinions and suggestions. As Fullan(2001) said, “the most effective leaders are not the smartest in an IQ sense but are those who combine intellectual brilliance with emotional intelligence”. After the leaders discarded their official airs, the staff always felt that he was respected. In fact, the communication channel is not only meeting, leaders tried to converse with every staff. Apparently, it is a huge change because leaders show their sincerity, and present their determination to improve relationships with staffs. However, there remained a question whether the leaders can receive those different opinions, or was this only a formism?