Author: Dr. Denise Lowe, University of Central Florida, (retired 4/30/2026)
Editors: Dr. Florence Williams and Bren Bedford, University of Central Florida
Dear Readers,
For this article, ADDIE is taking a different approach – one that speaks directly to the supporters, users, and contributors to TOPkit.org / Ask ADDIE as we contemplate a potential shift in direction for both.
Imagine you’re standing at a crossroads, with one path leading to the familiar comforts of your current job responsibilities and the other veering into the unknown, filled with potential risks and rewards. As you gaze down each path, a question lingers in your mind: “What if I take the leap into the unknown and embrace change—will it lead to a new beginning or a daunting setback?”
It has been said that “Change is the only constant in life.” This timeless quote by Heraclitus resonates deeply as we navigate the unpredictable currents of our organizational lives. Whether it’s a new project, a restructuring initiative, or a shift in funding, change can feel overwhelming. Yet, understanding how to transition through these changes is essential for personal and professional growth. As we explore the nature of change and transition, we can learn to embrace these shifts leading to new opportunities and profound transformation.
TOPkit.org was originally designed and developed as a grant-funded, statewide faculty development program. The resources included Ask ADDIE – contributory articles designed to be a voice for instructional designers and faculty instructors to learn from one another as they navigated the world of online and hybrid higher education challenges and opportunities.
While primarily maintained by the University of Central Florida (UCF), TOPkit.org was always a shared program with State of Florida university partners – the grant is up for renewal and its future is uncertain. If the grant is renewed, other state partners may continue its design, development, and maintenance. Additionally, Ask ADDIE may be discontinued completely – this may be the last article written for Ask ADDIE. The latter is unexpected news – these resources may no longer exist in their current form. The program roles and responsibilities are changing, and we are in a potential transition from work that UCF has invested in for several years.
Change is not just an external event; it encompasses both the circumstances we face and the internal transitions we undergo. While change is the tangible shift in our environment, transition is the psychological process (Flovik, Knardahl, & Christensen, 2019) that follows. The initial reaction may be confusion or a sense of loss – common responses when faced with institutional changes.
As we grapple with potential new realities, we may experience conflicting emotions: Relief (due to workload challenges); sadness (a true enjoyment of the roles); a sense of loss (due to investment of time & energy); and eventually, a flicker of hope (contemplation of a new season). This emotional rollercoaster is a hallmark of transition. Psychologists often describe these stages as a journey through grief and acceptance, akin to the stages of mourning – yes, even for role responsibilities through one’s work!
At first, we may find ourselves replaying our professional investment in this program over and over. “We’ve done so much good work! Do we really want to let go of this role?”, we ask ourselves. Gradually, acceptance comes as we realize that while we cannot control institutional change, we can control our response to it. This realization is crucial; understanding that emotional turmoil is a natural part of transitioning helps individuals navigate their feelings with compassion.
Reflecting on similar work situations, there are a number of strategies for navigating institutional and personal change successfully (Horlick, 2026). Some of these are provided below:
| Transparent Communication | Emphasize the importance of open dialogue. By keeping everyone informed about the reasons for the change and the plans moving forward, the institution can reduce uncertainty and build trust. |
| Explore New Opportunities | Recognize the need for new allocations of your time and effort by brainstorming alternative approaches or new role opportunities. This proactive approach fosters a sense of agency among members. |
| Support and Training | Implement workshops to help staff develop skills in new professional areas allows employees to feel empowered and equipped to tackle the challenges ahead. Since transitions also have psychological and emotional impacts, reaching out to colleagues and mentors provides the support needed for sharing anxieties and aspirations, diminishing the feeling of isolation. |
| Mentorship | Seek the input of a mentor who has faced similar situations in the past. This can be helpful for advice, recommendations, and specific strategic steps for program transitions. |
| Mindfulness | Practice mindfulness to help in staying grounded amidst uncertainty. By focusing on the present moment, we can learn to manage any anxiety about the future. |
| Goal Setting | Learn to set small, achievable goals. This approach transforms potentially overwhelming situations into manageable steps, such as updating the necessary program resources, communicating the changes effectively, and networking with other colleagues. It can also help with visioning and looking forward to new opportunities and directions for your time and efforts. |
These strategies empower us to reclaim control over our time and effort, reinforcing the idea that resilience and adaptability are keys to thriving in the face of change. As time passes, we can begin to embrace the new institutional reality. Emerging work interests and passions can evolve as time allows. What initially felt like a setback transforms into an opportunity for growth. Through this journey, we learn that change does not signify the end but rather a new beginning. Many institutions have experienced similar transformations, where embracing change has led to improved performance and renewed mission focus. The success stories of nonprofits that have diversified their resources serve as powerful examples of the positive outcomes that can arise from navigating difficult transitions. Entrepreneurs often cite moments of failure as the catalyst for their most successful ventures. Embracing change can lead to unexpected paths and rewarding outcomes.
Reflecting on our transitional journeys, we can recognize the strength we gain along the way. Sometimes, new seasons are ushered in by changes allowing us to discover new passions. While change can be daunting, it also opens doors to new possibilities. In a world where change is inevitable, it is essential for institutions – and their members – to embrace it rather than resist it (Fifer, 2017).
Change is a powerful teacher and a critical element of growth, inviting us to grow beyond our comfort zones. What transformations await you on the other side of change? Embrace the journey, for it may lead you to places you never imagined.
As for the future of TOPkit.org and/or Ask ADDIE – those decisions have not yet been made, so we wait.
What transitions are you navigating right now that impact instructional design or faculty development? Share your reflections, strategies, or lessons learned with the TOPkit community in the areas of planning, developing, and evaluating.
For now, this is ADDIE – signing off.
References
Ask ADDIE. (2026, April 29). TOPkit – Home – Ask ADDIE. Retrieved April 29, 2026 from https://topkit.org/ask-addie-home/
Bridges, W. (2016). Managing transitions: Making the most of change (4th edition). Da Capo Lifelong Books.
Fifer, J. J. (2017, July 31). The upside of change. hfma (healthcare financial management association). https://www.hfma.org/leadership/55046/
Flovk, L., Knardahl, S., & Christensen, J.O. (2019, December 19). The effect of organizational changes on the psychosocial work environment: Changes in psychological and social working conditions following organizational changes. Frontiers in Psychology, 10:2845 https://doi.org/10.3389/fpsyg.2019.02845
Heraclitus Quotes. (n.d.). BrainyQuote.com. Retrieved April 29, 2026, from BrainyQuote.com Web site: https://www.brainyquote.com/quotes/heraclitus_165537
Horlick, A. (2026, April 29). Understanding organizational change management strategies. Prosci. https://www.prosci.com/blog/what-we-mean-by-organizational-change-management
Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
TOPkit. (2026, April 29). Home – TOPkit. Retrieved April 29, 2026 from https://topkit.org/
