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    – ## CreateaVisualOriginStory.docx – ## Mod1-BuildingyourTeamActivity.pdf **## CreateaVisualOriginStory.docx** **Create a Visual Origin Story** In Module 1 you are to complete the team-building exercise " [Visual Origin Story: Adventures in collaborative storytelling](https://asu.instructure.com/cou…

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    – ## CreateaVisualOriginStory.docx

    – ## Mod1-BuildingyourTeamActivity.pdf

    **## CreateaVisualOriginStory.docx**

    **Create a Visual Origin Story**

    In Module 1 you are to complete the team-building exercise "
    [Visual Origin Story: Adventures in collaborative storytelling](https://asu.instructure.com/courses/233075/files/112496319/download?wrap=1)

    ." This exercise is from the book:
    [Murdoch-Kitt, K. M., & Emans, D. J. (2020). Intercultural collaboration by design drawing from differences, distances, and disciplines through visual thinking. New York, N.Y: Routledge.Links to an external site.](https://ebookcentral-proquest-com.ezproxy1.lib.asu.edu/lib/asulib-ebooks/detail.action?pq-origsite=primo&docID=6023756)

    Origin stories exist in every human culture and are used to offer explanations about how something came into existence. Creating a Visual Origin Story combines lateral and visual thinking as your team envisions its collective capabilities and imagines a positive trajectory together. For example, the team’s co-authored origin story might describe teammates’ superpowers and how they work together to “fight the evils of the world.” The activity involves both asynchronous components with low social presence (your independent work) and synchronous moments with high social presence (coming together with your team to discuss and create). Working together synchronously at the end stage of this activity is required.

    **Phase 1:** **Personal Avatar, To be Completed Individually Prior to Team Meeting**

    1.
    **Brainstorm:** Create an avatar—an image that will represent your personality—to share with your new teammates. Feeling stuck? This exercise in lateral thinking will help you come up with some imaginative ways to represent yourself.

    First, grab a pen and paper to write down your responses to the following:

    • A verb for an activity that you like to do, ending in -ING (“flying,” “jumping,” etc.)
    • Favorite color(s)
    • Your favorite snack food
    • An adjective that best describes you
    • Aspects of your identity that are important to you (cultural, ethnic, religious, sexual orientation, etc.)
    • Your favorite creature, real or imagined
    • Favorite musical artist
    • Favorite board or video game
    • A particular hidden talent of yours
    • Name of the street or town where you grew up
    • Name(s) of your pet(s) (if applicable)

    2.
    **Imagine:** Next, combine any number of selections from the previous list to develop a fun description of yourself. Perhaps you are a superhero who can make tacos appear with the snap of your fingers? Or do you feel you embody a hybrid of your two favorite animals? Come up with two to four options for yourself by combining answers, adding descriptive features, or editing as needed. Examples of how you might describe your new superhero self:
    “I’m a…”
    • Flying Kimchi Horse
    • Laughing Aqua Robot
    • Yodeling League of Insects
    • Bouncing Extroverted Cheeto

    3.
    **Visualize:** Continue to working individually to
    **create a visual representation of yourself based on what you have imagined, making sure to connect to any personality or skills you might bring to the team.** Some ideas to get you started include:

    · Draw on top of a photograph

    · Create an illustration or caricature (a bowl of kimchi wearing sunglasses, a potato chip with a face, etc.)

    · Collage together items from magazines or newspapers

    · Develop other creative representations, such as a hand puppet constructed from fabric or other material

    · Use one of these free programs to create your avatar:

    · Adobe Avatar Maker:
    [https://www.adobe.com/express/create/avatarLinks to an external site.](https://www.adobe.com/express/create/avatar)

    ·
    [Links to an external site.](https://www.adobe.com/express/create/avatar) Get Avataaars:
    [https://getavataaars.com/Links to an external site.](https://getavataaars.com/)

    · Superherotar:
    [https://superherotar.framiq.com/Links to an external site.](https://superherotar.framiq.com/)

    ***** Please note that your avatar can be either a collage-type image that represents you or a character that you create that is symbolic of you.
    **There is no one right way to create your avatar**, the important thing is that you create an image that represents you and that you are able to use the image to introduce yourself to your team.

    | |
    | — |
    | **Tips**<br>• <br>**Individual avatar:** Have fun creating your own individual avatars first, then share them with your team to describe your personality or things you love.  The avatar can be as quirky and strange as you want it to be, as long as you can speak about how it connects to your personality. Robots, horses, insects, objects, humans, and more are all welcome to the party!<br> <br>•<br>**Combining avatars:** Think of interesting ways to combine the avatars together. Don’t just make a matrix of fragmented parts and call things done. Instead, think about how the parts fit together in interesting new ways. What new creatures could you create? What hybrid object might be constructed to represent the team?<br> <br>• <br>**Brainstorming:** Throughout the process of working together, think about the different collaborative storytelling techniques that might help your team brainstorm together. Perhaps one person adds an element to another person’s contribution or you might have an open back-and-forth discussion where multiple stories take place in a shared world. Have fun and share ideas!<br> <br>• <br>**Stay playful:** This does not need to be a serious activity and, in fact, keeping the mood light will build positive feelings among your team. If you will be working on a serious topic later in the process, activities such as this one provide a useful emotional counterpoint to relieve some of the stress and tension that can result from working with challenging topics. |

    **## Mod1-BuildingyourTeamActivity.pdf**

    132

    3.5

    Visual Origin Story:
    Adventures in collaborative storytelling

    Joining a team means learning about new people. Taking the time to weave

    together imagery can make a team feel more cohesive and complete, even when

    they’re located on opposite sides of the earth and have never met in person. The

    Visual Origin Story activity evolved from one of our first forays into using visual

    narratives for the purpose of team-building prior to starting work on the actual

    project.

    This activity strikes a balance between author-driven contributions and

    reader-driven co-creations, with the aim of merging visuals to create one repre-

    sentative team image, or avatar, and constructing a narrative about it. Teammates

    create their own individual avatars first, then work together on the team avatar

    and story. As with structured dialogue, we found that these teams benefitted

    from a structured opportunity for positive and upbeat personal interactions be-

    fore rolling up their sleeves to dig into a challenging topic together.

    Collaborative storytelling

    The process of telling and crafting stories through the creation of characters, set-

    tings, and situations as part of a storyline can take many forms and utilize many

    kinds of creative mechanics. Collaborative storytelling is determined by the shared

    contributions of a team and can be co-created in a variety of ways. Narrators

    might build on each other’s contributions by adding new elements to the end of

    Establish Trust 133

    a sequence without altering the previous contributions. Another approach might

    be to craft a story together through parallel contributions, which enables editing

    of prior contributions, and can be done synchronously or asynchronously. Multi-

    ple stories can also be shared simultaneously within collaborative spaces, such as

    the Fourth Space, virtual worlds, or games.

    You have likely participated in some form of collaborative and/or interactive

    storytelling at one point in your life. New digital tools have increased collabo-

    rative and interactive storytelling formats from online spaces to video gaming

    worlds. These evolving formats continue to blur the lines between author-driven

    and reader-drives approaches in terms of who plays the role of narrator or listener.

    In context: Visual narratives and teambuilding

    “What do a robot, a horse, an insect, and an outgoing personality possibly have
    in common?” One of our teammates wondered this aloud as she browsed
    through the array of images she had received from her teammates.

    As she read their explanations, though, she started to imagine how the
    positive characteristics of the individuals represented in the images could
    come together into a single entity that could illustrate the team. She printed
    out the images, cut them out of paper, and began assembling them into dif-
    ferent configurations. A smile crept across her face as she said, “I can’t wait to
    see what they are creating with all of these different parts!”

    As she documented and shared her creation with the team, along with a
    short story about this fantastical beast, she asked her teammates to chime in
    with suggestions, additions, and changes.

    “I was feeling hesitant about this project because the topic seems so tough,” she
    explained to them in writing as she posted her image in the shared online com-
    munity, “but now I feel really motivated to get started and to work with you all.”

    Cultural roles in storytelling

    We have found that remote teams who engage with collaborative storytelling

    build feelings of unanimity, mutual understanding, trust, and a sense of commu-

    nity. Professor of Sociology Donna Eder (1988) points out the social constructs

    of “narrator” and “listener” are variable across cultures. Some cultures embrace

    the idea of a single storyteller and attentive listeners, while others challenge this

    notion. In Mayan culture, for example, there was a clearly defined “responder”

    among the listeners whose role included asking important questions, making

    comments, and sometimes completing sentences. This type of engagement trans-

    forms storytelling into a more collaborative activity and reinforces friendship and

    solidarity. Showing agreement, providing additional information, and offering

    opinions inherent in these practices can also help guide conflict resolution.

    134 Establish Trust

    Benefits & outcomes

    • Create a team name, avatar, and origin story
    • Participate in playful lateral thinking as a team
    • Remember characteristics of your team by manipulating visual informa-

    tion together
    • Imagine and co-create a shared world for your work together

    Activity

    Visual Origin Story

    Origin stories exist in every human culture and are used to offer explanations about

    how something came into existence. Creating a Visual Origin Story combines

    lateral and visual thinking to as your team envisions its collective capabilities

    and imagines a positive trajectory together. For example, the team’s co-authored

    origin story might describe teammates’ superpowers and how they work to-

    gether to “fight the evils of the world.” The activity involves both asynchronous

    components with low social presence (your independent work) and synchronous

    moments with high social presence (coming together with your team to discuss

    and create). Working together synchronously at the end stage of this activity is

    recommended, if possible.

    People: Individual/local colleagues/remote teammates

    Duration: 1 hour (plus 1–2 days to combine avatars)

    Technology: Internet access & web browser

    Other resources: Pen, paper, or word processing software

    Low-bandwidth version: Printer, photocopier, scissors, tape, pen, paper

    Tips

    • Individual avatar: Have fun creating your own individual avatars first,
    then share them with your team to describe your personality or things
    you love. The avatar can be as quirky and strange as you want it to be, as
    long as you can speak about how it connects to your personality. Robots,
    horses, insects, objects, humans, and more are all welcome to the party!

    • Combining avatars: Think of interesting ways to combine the avatars
    together. Don’t just make a matrix of fragmented parts and call things
    done. Instead, think about how the parts fit together in interesting new
    ways. What new creatures could you create? What hybrid object might
    be constructed to represent the team?

    Establish Trust 135

    • Brainstorming: Throughout the process of working together, think
    about the different collaborative storytelling techniques that might help
    your team brainstorm together. Perhaps one person adds an element
    to another person’s contribution or you might have an open back-and-
    forth discussion where multiple stories take place in a shared world. Have
    fun and share ideas!

    • Stay playful: This does not need to be a serious activity and, in fact,
    keeping the mood light will build positive feelings among your team. If
    you will be working on a serious topic later in the process, activities such
    as this one provide a useful emotional counterpoint to relieve some of the
    stress and tension that can result from working with challenging topics.

    Personal avatar

    Phase 1: Working individually

    1. Brainstorm: Create an avatar—an image that will represent your

    personality—to share your new teammates. Feeling stuck? This exercise in

    lateral thinking will help you come up with some imaginative ways to rep-

    resent yourself. First, grab a pen and paper to write down your responses to

    the following:

    • A verb for an activity that you like to do, ending in -ING (“flying,”

    “jumping,” etc.)

    • Favorite color(s)

    • Your favorite snack food

    • An adjective that best describes you

    • Your favorite creature, real or imagined

    • Favorite musical artist

    • Favorite board or video game

    • A particular hidden talent of yours

    • Name of the street or town where you grew up

    • Name(s) of your pet(s) (if applicable)

    2. Imagine: Next, combine any number of selections from the previous list to de-

    velop a fun description of yourself. Perhaps you are a superhero who can make

    tacos appear with the snap of your fingers? Or do you feel you embody a hybrid

    of your two favorite animals? Come up with two to four options for yourself by

    combining answers, adding descriptive features, or editing as needed.

    Examples of how you might describe your new superhero self:

    “I’m a…”

    • Flying Kimchi Horse

    • Laughing Aqua Robot

    • Yodeling League of Insects

    • Bouncing Extroverted Cheeto

    136 Establish Trust

    3. Visualize: Continue to working individually to create a visual representa-

    tion of yourself based on what you have imagined, making sure to connect

    to any personality or skills you might bring to the team. Some ideas to get

    you started include:

    • Draw on top of a photograph

    • Create an illustration or caricature (a bowl of kimchi wearing sun-

    glasses, a Cheeto with a face, etc.)

    • Collage together items from magazines or newspapers

    • Develop other creative representations, such as a hand puppet con-

    structed from fabric or other materials

    Unified team visual

    Phase 2: With remote teammates

    4. Discuss: Meet via video or messaging to share all of your fun individual

    avatars in a shared document. Make sure to explain all the qualities and ele-

    ments you have embedded in your creation. Ultimately, your goal will be to

    combine these images into one team avatar.

    Brainstorm different ways you might combine your individual images into a

    single team avatar.

    Examples of how to discuss combining avatars into a single team image:

    “What do a robot, a horse, an insect, and an outgoing personality possibly have

    in common? What about a mythical robot-insect-horse, driven by a miniature

    lady?”

    “Yes, let’s draw it!”

    “Here’s what I think the body could look like…”

    5. Combine & Document: Working together, combine the individual av-

    atars together to create one unified team visual. Depending on the chosen

    materials, you may need to photograph, photocopy, or scan the results in

    order to share them with your teammates.

    Some options to combine your images include:

    • Analog collage: Print several copies of the individual images. Cut

    them out and then tape the images together to make a new composite

    image; consider bringing other physical materials (fabric, paints, etc.)

    into the process to make the experience more lively, multisensory, and

    exciting.

    • Analog drawing: Studying each person’s individual contribution,

    consider how could you bring elements from each individual avatar

    into a single image? Sketch some ideas on paper to document and

    share.

    Establish Trust 137

    • Digital table: Insert a table into your shared document (the num-

    ber of rows should correspond to the number of teammates. Place se-

    lected images side-by-side. Experiment with different placements and

    orientations.

    • Digital composition: Use free or paid image-editing software to

    combine images digitally into a single composition.

    6. Merge together: Work in rounds to discuss each person’s visuals. This

    process may require multiple rounds of discussion, selection, and revision.

    • For larger teams, you might vote to select one person’s creation to vis-

    ually represent your team.

    • Smaller teams might experiment by combining elements from all team-

    mates. Discuss preferred approaches with your teammates.

    7. Name your team: Give your unified team visual a name. This name should

    capture the spirit of the team as reflected in the visual itself.

    Team origin story

    Phase 3: With remote teammates

    8. Write: Based on the narrative elements of your new unified team visual, use

    a similar approach to co-author a brief fictional origin story about the team,

    including key strengths and possible adventures.

    9. Finalize: For the duration of your time working together, the final team

    name, avatar, and origin story will represent your team in group critiques

    and other forums.

    10. Discuss: Take some time to discuss what you have learned about through

    this collaborative storyboarding experience. Use the following guide for

    discussion.

    DISCUSSION GUIDE

    • What did this activity teach you about collaborative storytelling?

    • What kind of cultural content or meaning is embedded in your team name

    and combined image? Ask teammates to clarify or explain elements of their

    images.

    • Did learning about your teammates during this process make you feel closer

    to them?

    • How did this process help your team establish trust and build a relationship?

    References

    Bal, Mieke, and Christine Van Boheemen. 2009. Narratology: Introduction to the Theory of

    Narrative. 3rd ed. Toronto; Buffalo: University of Toronto Press.

    Boyd, Danah. 2010. “Social Network Sites as Networked Publics: Affordances, Dynam-

    ics, and Implications.” In A Networked Self, 47–66. London: Routledge. doi:10.4324/

    9780203876527-8.

    138 Establish Trust

    Dennis, Alan R., and Susan T. Kinney. 1998. “Testing Media Richness Theory in the

    New Media: The Effects of Cues, Feedback, and Task Equivocality.” Information Sys-

    tems Research 9 (3): 256–74. doi:10.1287/isre.9.3.256.

    Eder, Donna. 1988. “Building Cohesion through Collaborative Narration.” Social Psy-

    chology Quarterly 51 (3): 225–35. doi:10.2307/2786921.

    Hall, Sean. 2012. This Means This, This Means That: A User’s Guide to Semiotics. 2nd

    ed. London: Laurence King Publishing. http://laurenceking.com/product/

    This+Means+This,+This+Means+That:+A+User%27s+Guide+to+Semiotics.htm.

    Kosara, Robert, and Jock Mackinlay. 2013. “Storytelling: The Next Step for Visualiza-

    tion.” Computer 46 (5): 44–50. doi:10.1109/MC.2013.36.

    McLuhan, Marshall, and Quentin Fiore. 1967. “The Medium Is the Message.” New York

    123: 126–8.

    Robert, Lionel P., and Alan R. Dennis. 2005. “Paradox of Richness: A Cognitive Model

    of Media Choice.” IEEE Transactions on Professional Communication 48 (1): 10–21.

    doi:10.1109/TPC.2004.843292.

    Segel, Edward, and Jeffrey Heer. 2010. “Narrative Visualization: Telling Stories with

    Data.” IEEE Transactions on Visualization and Computer Graphics 16 (6): 1139–48.

    doi:10.1109/TVCG.2010.179.

    Short, John, Ederyn Williams, and Bruce Christie. 1976. The Social Psychology of Telecom-

    munications. London; New York: Wiley.

    **## Mod1-BuildingyourTeamActivity.pdf**

    132

    3.5

    Visual Origin Story:
    Adventures in collaborative storytelling

    Joining a team means learning about new people. Taking the time to weave

    together imagery can make a team feel more cohesive and complete, even when

    they’re located on opposite sides of the earth and have never met in person. The

    Visual Origin Story activity evolved from one of our first forays into using visual

    narratives for the purpose of team-building prior to starting work on the actual

    project.

    This activity strikes a balance between author-driven contributions and

    reader-driven co-creations, with the aim of merging visuals to create one repre-

    sentative team image, or avatar, and constructing a narrative about it. Teammates

    create their own individual avatars first, then work together on the team avatar

    and story. As with structured dialogue, we found that these teams benefitted

    from a structured opportunity for positive and upbeat personal interactions be-

    fore rolling up their sleeves to dig into a challenging topic together.

    Collaborative storytelling

    The process of telling and crafting stories through the creation of characters, set-

    tings, and situations as part of a storyline can take many forms and utilize many

    kinds of creative mechanics. Collaborative storytelling is determined by the shared

    contributions of a team and can be co-created in a variety of ways. Narrators

    might build on each other’s contributions by adding new elements to the end of

    Establish Trust 133

    a sequence without altering the previous contributions. Another approach might

    be to craft a story together through parallel contributions, which enables editing

    of prior contributions, and can be done synchronously or asynchronously. Multi-

    ple stories can also be shared simultaneously within collaborative spaces, such as

    the Fourth Space, virtual worlds, or games.

    You have likely participated in some form of collaborative and/or interactive

    storytelling at one point in your life. New digital tools have increased collabo-

    rative and interactive storytelling formats from online spaces to video gaming

    worlds. These evolving formats continue to blur the lines between author-driven

    and reader-drives approaches in terms of who plays the role of narrator or listener.

    In context: Visual narratives and teambuilding

    “What do a robot, a horse, an insect, and an outgoing personality possibly have
    in common?” One of our teammates wondered this aloud as she browsed
    through the array of images she had received from her teammates.

    As she read their explanations, though, she started to imagine how the
    positive characteristics of the individuals represented in the images could
    come together into a single entity that could illustrate the team. She printed
    out the images, cut them out of paper, and began assembling them into dif-
    ferent configurations. A smile crept across her face as she said, “I can’t wait to
    see what they are creating with all of these different parts!”

    As she documented and shared her creation with the team, along with a
    short story about this fantastical beast, she asked her teammates to chime in
    with suggestions, additions, and changes.

    “I was feeling hesitant about this project because the topic seems so tough,” she
    explained to them in writing as she posted her image in the shared online com-
    munity, “but now I feel really motivated to get started and to work with you all.”

    Cultural roles in storytelling

    We have found that remote teams who engage with collaborative storytelling

    build feelings of unanimity, mutual understanding, trust, and a sense of commu-

    nity. Professor of Sociology Donna Eder (1988) points out the social constructs

    of “narrator” and “listener” are variable across cultures. Some cultures embrace

    the idea of a single storyteller and attentive listeners, while others challenge this

    notion. In Mayan culture, for example, there was a clearly defined “responder”

    among the listeners whose role included asking important questions, making

    comments, and sometimes completing sentences. This type of engagement trans-

    forms storytelling into a more collaborative activity and reinforces friendship and

    solidarity. Showing agreement, providing additional information, and offering

    opinions inherent in these practices can also help guide conflict resolution.

    134 Establish Trust

    Benefits & outcomes

    • Create a team name, avatar, and origin story
    • Participate in playful lateral thinking as a team
    • Remember characteristics of your team by manipulating visual informa-

    tion together
    • Imagine and co-create a shared world for your work together

    Activity

    Visual Origin Story

    Origin stories exist in every human culture and are used to offer explanations about

    how something came into existence. Creating a Visual Origin Story combines

    lateral and visual thinking to as your team envisions its collective capabilities

    and imagines a positive trajectory together. For example, the team’s co-authored

    origin story might describe teammates’ superpowers and how they work to-

    gether to “fight the evils of the world.” The activity involves both asynchronous

    components with low social presence (your independent work) and synchronous

    moments with high social presence (coming together with your team to discuss

    and create). Working together synchronously at the end stage of this activity is

    recommended, if possible.

    People: Individual/local colleagues/remote teammates

    Duration: 1 hour (plus 1–2 days to combine avatars)

    Technology: Internet access & web browser

    Other resources: Pen, paper, or word processing software

    Low-bandwidth version: Printer, photocopier, scissors, tape, pen, paper

    Tips

    • Individual avatar: Have fun creating your own individual avatars first,
    then share them with your team to describe your personality or things
    you love. The avatar can be as quirky and strange as you want it to be, as
    long as you can speak about how it connects to your personality. Robots,
    horses, insects, objects, humans, and more are all welcome to the party!

    • Combining avatars: Think of interesting ways to combine the avatars
    together. Don’t just make a matrix of fragmented parts and call things
    done. Instead, think about how the parts fit together in interesting new
    ways. What new creatures could you create? What hybrid object might
    be constructed to represent the team?

    Establish Trust 135

    • Brainstorming: Throughout the process of working together, think
    about the different collaborative storytelling techniques that might help
    your team brainstorm together. Perhaps one person adds an element
    to another person’s contribution or you might have an open back-and-
    forth discussion where multiple stories take place in a shared world. Have
    fun and share ideas!

    • Stay playful: This does not need to be a serious activity and, in fact,
    keeping the mood light will build positive feelings among your team. If
    you will be working on a serious topic later in the process, activities such
    as this one provide a useful emotional counterpoint to relieve some of the
    stress and tension that can result from working with challenging topics.

    Personal avatar

    Phase 1: Working individually

    1. Brainstorm: Create an avatar—an image that will represent your

    personality—to share your new teammates. Feeling stuck? This exercise in

    lateral thinking will help you come up with some imaginative ways to rep-

    resent yourself. First, grab a pen and paper to write down your responses to

    the following:

    • A verb for an activity that you like to do, ending in -ING (“flying,”

    “jumping,” etc.)

    • Favorite color(s)

    • Your favorite snack food

    • An adjective that best describes you

    • Your favorite creature, real or imagined

    • Favorite musical artist

    • Favorite board or video game

    • A particular hidden talent of yours

    • Name of the street or town where you grew up

    • Name(s) of your pet(s) (if applicable)

    2. Imagine: Next, combine any number of selections from the previous list to de-

    velop a fun description of yourself. Perhaps you are a superhero who can make

    tacos appear with the snap of your fingers? Or do you feel you embody a hybrid

    of your two favorite animals? Come up with two to four options for yourself by

    combining answers, adding descriptive features, or editing as needed.

    Examples of how you might describe your new superhero self:

    “I’m a…”

    • Flying Kimchi Horse

    • Laughing Aqua Robot

    • Yodeling League of Insects

    • Bouncing Extroverted Cheeto

    136 Establish Trust

    3. Visualize: Continue to working individually to create a visual representa-

    tion of yourself based on what you have imagined, making sure to connect

    to any personality or skills you might bring to the team. Some ideas to get

    you started include:

    • Draw on top of a photograph

    • Create an illustration or caricature (a bowl of kimchi wearing sun-

    glasses, a Cheeto with a face, etc.)

    • Collage together items from magazines or newspapers

    • Develop other creative representations, such as a hand puppet con-

    structed from fabric or other materials

    Unified team visual

    Phase 2: With remote teammates

    4. Discuss: Meet via video or messaging to share all of your fun individual

    avatars in a shared document. Make sure to explain all the qualities and ele-

    ments you have embedded in your creation. Ultimately, your goal will be to

    combine these images into one team avatar.

    Brainstorm different ways you might combine your individual images into a

    single team avatar.

    Examples of how to discuss combining avatars into a single team image:

    “What do a robot, a horse, an insect, and an outgoing personality possibly have

    in common? What about a mythical robot-insect-horse, driven by a miniature

    lady?”

    “Yes, let’s draw it!”

    “Here’s what I think the body could look like…”

    5. Combine & Document: Working together, combine the individual av-

    atars together to create one unified team visual. Depending on the chosen

    materials, you may need to photograph, photocopy, or scan the results in

    order to share them with your teammates.

    Some options to combine your images include:

    • Analog collage: Print several copies of the individual images. Cut

    them out and then tape the images together to make a new composite

    image; consider bringing other physical materials (fabric, paints, etc.)

    into the process to make the experience more lively, multisensory, and

    exciting.

    • Analog drawing: Studying each person’s individual contribution,

    consider how could you bring elements from each individual avatar

    into a single image? Sketch some ideas on paper to document and

    share.

    Establish Trust 137

    • Digital table: Insert a table into your shared document (the num-

    ber of rows should correspond to the number of teammates. Place se-

    lected images side-by-side. Experiment with different placements and

    orientations.

    • Digital composition: Use free or paid image-editing software to

    combine images digitally into a single composition.

    6. Merge together: Work in rounds to discuss each person’s visuals. This

    process may require multiple rounds of discussion, selection, and revision.

    • For larger teams, you might vote to select one person’s creation to vis-

    ually represent your team.

    • Smaller teams might experiment by combining elements from all team-

    mates. Discuss preferred approaches with your teammates.

    7. Name your team: Give your unified team visual a name. This name should

    capture the spirit of the team as reflected in the visual itself.

    Team origin story

    Phase 3: With remote teammates

    8. Write: Based on the narrative elements of your new unified team visual, use

    a similar approach to co-author a brief fictional origin story about the team,

    including key strengths and possible adventures.

    9. Finalize: For the duration of your time working together, the final team

    name, avatar, and origin story will represent your team in group critiques

    and other forums.

    10. Discuss: Take some time to discuss what you have learned about through

    this collaborative storyboarding experience. Use the following guide for

    discussion.

    DISCUSSION GUIDE

    • What did this activity teach you about collaborative storytelling?

    • What kind of cultural content or meaning is embedded in your team name

    and combined image? Ask teammates to clarify or explain elements of their

    images.

    • Did learning about your teammates during this process make you feel closer

    to them?

    • How did this process help your team establish trust and build a relationship?

    References

    Bal, Mieke, and Christine Van Boheemen. 2009. Narratology: Introduction to the Theory of

    Narrative. 3rd ed. Toronto; Buffalo: University of Toronto Press.

    Boyd, Danah. 2010. “Social Network Sites as Networked Publics: Affordances, Dynam-

    ics, and Implications.” In A Networked Self, 47–66. London: Routledge. doi:10.4324/

    9780203876527-8.

    138 Establish Trust

    Dennis, Alan R., and Susan T. Kinney. 1998. “Testing Media Richness Theory in the

    New Media: The Effects of Cues, Feedback, and Task Equivocality.” Information Sys-

    tems Research 9 (3): 256–74. doi:10.1287/isre.9.3.256.

    Eder, Donna. 1988. “Building Cohesion through Collaborative Narration.” Social Psy-

    chology Quarterly 51 (3): 225–35. doi:10.2307/2786921.

    Hall, Sean. 2012. This Means This, This Means That: A User’s Guide to Semiotics. 2nd

    ed. London: Laurence King Publishing. http://laurenceking.com/product/

    This+Means+This,+This+Means+That:+A+User%27s+Guide+to+Semiotics.htm.

    Kosara, Robert, and Jock Mackinlay. 2013. “Storytelling: The Next Step for Visualiza-

    tion.” Computer 46 (5): 44–50. doi:10.1109/MC.2013.36.

    McLuhan, Marshall, and Quentin Fiore. 1967. “The Medium Is the Message.” New York

    123: 126–8.

    Robert, Lionel P., and Alan R. Dennis. 2005. “Paradox of Richness: A Cognitive Model

    of Media Choice.” IEEE Transactions on Professional Communication 48 (1): 10–21.

    doi:10.1109/TPC.2004.843292.

    Segel, Edward, and Jeffrey Heer. 2010. “Narrative Visualization: Telling Stories with

    Data.” IEEE Transactions on Visualization and Computer Graphics 16 (6): 1139–48.

    doi:10.1109/TVCG.2010.179.

    Short, John, Ederyn Williams, and Bruce Christie. 1976. The Social Psychology of Telecom-

    munications. London; New York: Wiley.

    **## CreateaVisualOriginStory.docx**

    **Create a Visual Origin Story**

    In Module 1 you are to complete the team-building exercise "
    [Visual Origin Story: Adventures in collaborative storytelling](https://asu.instructure.com/courses/233075/files/112496319/download?wrap=1)

    ." This exercise is from the book:
    [Murdoch-Kitt, K. M., & Emans, D. J. (2020). Intercultural collaboration by design drawing from differences, distances, and disciplines through visual thinking. New York, N.Y: Routledge.Links to an external site.](https://ebookcentral-proquest-com.ezproxy1.lib.asu.edu/lib/asulib-ebooks/detail.action?pq-origsite=primo&docID=6023756)

    Origin stories exist in every human culture and are used to offer explanations about how something came into existence. Creating a Visual Origin Story combines lateral and visual thinking as your team envisions its collective capabilities and imagines a positive trajectory together. For example, the team’s co-authored origin story might describe teammates’ superpowers and how they work together to “fight the evils of the world.” The activity involves both asynchronous components with low social presence (your independent work) and synchronous moments with high social presence (coming together with your team to discuss and create). Working together synchronously at the end stage of this activity is required.

    **Phase 1:** **Personal Avatar, To be Completed Individually Prior to Team Meeting**

    1.
    **Brainstorm:** Create an avatar—an image that will represent your personality—to share with your new teammates. Feeling stuck? This exercise in lateral thinking will help you come up with some imaginative ways to represent yourself.

    First, grab a pen and paper to write down your responses to the following:

    • A verb for an activity that you like to do, ending in -ING (“flying,” “jumping,” etc.)
    • Favorite color(s)
    • Your favorite snack food
    • An adjective that best describes you
    • Aspects of your identity that are important to you (cultural, ethnic, religious, sexual orientation, etc.)
    • Your favorite creature, real or imagined
    • Favorite musical artist
    • Favorite board or video game
    • A particular hidden talent of yours
    • Name of the street or town where you grew up
    • Name(s) of your pet(s) (if applicable)

    2.
    **Imagine:** Next, combine any number of selections from the previous list to develop a fun description of yourself. Perhaps you are a superhero who can make tacos appear with the snap of your fingers? Or do you feel you embody a hybrid of your two favorite animals? Come up with two to four options for yourself by combining answers, adding descriptive features, or editing as needed. Examples of how you might describe your new superhero self:
    “I’m a…”
    • Flying Kimchi Horse
    • Laughing Aqua Robot
    • Yodeling League of Insects
    • Bouncing Extroverted Cheeto

    3.
    **Visualize:** Continue to working individually to
    **create a visual representation of yourself based on what you have imagined, making sure to connect to any personality or skills you might bring to the team.** Some ideas to get you started include:

    · Draw on top of a photograph

    · Create an illustration or caricature (a bowl of kimchi wearing sunglasses, a potato chip with a face, etc.)

    · Collage together items from magazines or newspapers

    · Develop other creative representations, such as a hand puppet constructed from fabric or other material

    · Use one of these free programs to create your avatar:

    · Adobe Avatar Maker:
    [https://www.adobe.com/express/create/avatarLinks to an external site.](https://www.adobe.com/express/create/avatar)

    ·
    [Links to an external site.](https://www.adobe.com/express/create/avatar) Get Avataaars:
    [https://getavataaars.com/Links to an external site.](https://getavataaars.com/)

    · Superherotar:
    [https://superherotar.framiq.com/Links to an external site.](https://superherotar.framiq.com/)

    ***** Please note that your avatar can be either a collage-type image that represents you or a character that you create that is symbolic of you.
    **There is no one right way to create your avatar**, the important thing is that you create an image that represents you and that you are able to use the image to introduce yourself to your team.

    | |
    | — |
    | **Tips**<br>• <br>**Individual avatar:** Have fun creating your own individual avatars first, then share them with your team to describe your personality or things you love.  The avatar can be as quirky and strange as you want it to be, as long as you can speak about how it connects to your personality. Robots, horses, insects, objects, humans, and more are all welcome to the party!<br> <br>•<br>**Combining avatars:** Think of interesting ways to combine the avatars together. Don’t just make a matrix of fragmented parts and call things done. Instead, think about how the parts fit together in interesting new ways. What new creatures could you create? What hybrid object might be constructed to represent the team?<br> <br>• <br>**Brainstorming:** Throughout the process of working together, think about the different collaborative storytelling techniques that might help your team brainstorm together. Perhaps one person adds an element to another person’s contribution or you might have an open back-and-forth discussion where multiple stories take place in a shared world. Have fun and share ideas!<br> <br>• <br>**Stay playful:** This does not need to be a serious activity and, in fact, keeping the mood light will build positive feelings among your team. If you will be working on a serious topic later in the process, activities such as this one provide a useful emotional counterpoint to relieve some of the stress and tension that can result from working with challenging topics. |

    **## Mod1-BuildingyourTeamActivity.pdf**

    132

    3.5

    Visual Origin Story:
    Adventures in collaborative storytelling

    Joining a team means learning about new people. Taking the time to weave

    together imagery can make a team feel more cohesive and complete, even when

    they’re located on opposite sides of the earth and have never met in person. The

    Visual Origin Story activity evolved from one of our first forays into using visual

    narratives for the purpose of team-building prior to starting work on the actual

    project.

    This activity strikes a balance between author-driven contributions and

    reader-driven co-creations, with the aim of merging visuals to create one repre-

    sentative team image, or avatar, and constructing a narrative about it. Teammates

    create their own individual avatars first, then work together on the team avatar

    and story. As with structured dialogue, we found that these teams benefitted

    from a structured opportunity for positive and upbeat personal interactions be-

    fore rolling up their sleeves to dig into a challenging topic together.

    Collaborative storytelling

    The process of telling and crafting stories through the creation of characters, set-

    tings, and situations as part of a storyline can take many forms and utilize many

    kinds of creative mechanics. Collaborative storytelling is determined by the shared

    contributions of a team and can be co-created in a variety of ways. Narrators

    might build on each other’s contributions by adding new elements to the end of

    Establish Trust 133

    a sequence without altering the previous contributions. Another approach might

    be to craft a story together through parallel contributions, which enables editing

    of prior contributions, and can be done synchronously or asynchronously. Multi-

    ple stories can also be shared simultaneously within collaborative spaces, such as

    the Fourth Space, virtual worlds, or games.

    You have likely participated in some form of collaborative and/or interactive

    storytelling at one point in your life. New digital tools have increased collabo-

    rative and interactive storytelling formats from online spaces to video gaming

    worlds. These evolving formats continue to blur the lines between author-driven

    and reader-drives approaches in terms of who plays the role of narrator or listener.

    In context: Visual narratives and teambuilding

    “What do a robot, a horse, an insect, and an outgoing personality possibly have
    in common?” One of our teammates wondered this aloud as she browsed
    through the array of images she had received from her teammates.

    As she read their explanations, though, she started to imagine how the
    positive characteristics of the individuals represented in the images could
    come together into a single entity that could illustrate the team. She printed
    out the images, cut them out of paper, and began assembling them into dif-
    ferent configurations. A smile crept across her face as she said, “I can’t wait to
    see what they are creating with all of these different parts!”

    As she documented and shared her creation with the team, along with a
    short story about this fantastical beast, she asked her teammates to chime in
    with suggestions, additions, and changes.

    “I was feeling hesitant about this project because the topic seems so tough,” she
    explained to them in writing as she posted her image in the shared online com-
    munity, “but now I feel really motivated to get started and to work with you all.”

    Cultural roles in storytelling

    We have found that remote teams who engage with collaborative storytelling

    build feelings of unanimity, mutual understanding, trust, and a sense of commu-

    nity. Professor of Sociology Donna Eder (1988) points out the social constructs

    of “narrator” and “listener” are variable across cultures. Some cultures embrace

    the idea of a single storyteller and attentive listeners, while others challenge this

    notion. In Mayan culture, for example, there was a clearly defined “responder”

    among the listeners whose role included asking important questions, making

    comments, and sometimes completing sentences. This type of engagement trans-

    forms storytelling into a more collaborative activity and reinforces friendship and

    solidarity. Showing agreement, providing additional information, and offering

    opinions inherent in these practices can also help guide conflict resolution.

    134 Establish Trust

    Benefits & outcomes

    • Create a team name, avatar, and origin story
    • Participate in playful lateral thinking as a team
    • Remember characteristics of your team by manipulating visual informa-

    tion together
    • Imagine and co-create a shared world for your work together

    Activity

    Visual Origin Story

    Origin stories exist in every human culture and are used to offer explanations about

    how something came into existence. Creating a Visual Origin Story combines

    lateral and visual thinking to as your team envisions its collective capabilities

    and imagines a positive trajectory together. For example, the team’s co-authored

    origin story might describe teammates’ superpowers and how they work to-

    gether to “fight the evils of the world.” The activity involves both asynchronous

    components with low social presence (your independent work) and synchronous

    moments with high social presence (coming together with your team to discuss

    and create). Working together synchronously at the end stage of this activity is

    recommended, if possible.

    People: Individual/local colleagues/remote teammates

    Duration: 1 hour (plus 1–2 days to combine avatars)

    Technology: Internet access & web browser

    Other resources: Pen, paper, or word processing software

    Low-bandwidth version: Printer, photocopier, scissors, tape, pen, paper

    Tips

    • Individual avatar: Have fun creating your own individual avatars first,
    then share them with your team to describe your personality or things
    you love. The avatar can be as quirky and strange as you want it to be, as
    long as you can speak about how it connects to your personality. Robots,
    horses, insects, objects, humans, and more are all welcome to the party!

    • Combining avatars: Think of interesting ways to combine the avatars
    together. Don’t just make a matrix of fragmented parts and call things
    done. Instead, think about how the parts fit together in interesting new
    ways. What new creatures could you create? What hybrid object might
    be constructed to represent the team?

    Establish Trust 135

    • Brainstorming: Throughout the process of working together, think
    about the different collaborative storytelling techniques that might help
    your team brainstorm together. Perhaps one person adds an element
    to another person’s contribution or you might have an open back-and-
    forth discussion where multiple stories take place in a shared world. Have
    fun and share ideas!

    • Stay playful: This does not need to be a serious activity and, in fact,
    keeping the mood light will build positive feelings among your team. If
    you will be working on a serious topic later in the process, activities such
    as this one provide a useful emotional counterpoint to relieve some of the
    stress and tension that can result from working with challenging topics.

    Personal avatar

    Phase 1: Working individually

    1. Brainstorm: Create an avatar—an image that will represent your

    personality—to share your new teammates. Feeling stuck? This exercise in

    lateral thinking will help you come up with some imaginative ways to rep-

    resent yourself. First, grab a pen and paper to write down your responses to

    the following:

    • A verb for an activity that you like to do, ending in -ING (“flying,”

    “jumping,” etc.)

    • Favorite color(s)

    • Your favorite snack food

    • An adjective that best describes you

    • Your favorite creature, real or imagined

    • Favorite musical artist

    • Favorite board or video game

    • A particular hidden talent of yours

    • Name of the street or town where you grew up

    • Name(s) of your pet(s) (if applicable)

    2. Imagine: Next, combine any number of selections from the previous list to de-

    velop a fun description of yourself. Perhaps you are a superhero who can make

    tacos appear with the snap of your fingers? Or do you feel you embody a hybrid

    of your two favorite animals? Come up with two to four options for yourself by

    combining answers, adding descriptive features, or editing as needed.

    Examples of how you might describe your new superhero self:

    “I’m a…”

    • Flying Kimchi Horse

    • Laughing Aqua Robot

    • Yodeling League of Insects

    • Bouncing Extroverted Cheeto

    136 Establish Trust

    3. Visualize: Continue to working individually to create a visual representa-

    tion of yourself based on what you have imagined, making sure to connect

    to any personality or skills you might bring to the team. Some ideas to get

    you started include:

    • Draw on top of a photograph

    • Create an illustration or caricature (a bowl of kimchi wearing sun-

    glasses, a Cheeto with a face, etc.)

    • Collage together items from magazines or newspapers

    • Develop other creative representations, such as a hand puppet con-

    structed from fabric or other materials

    Unified team visual

    Phase 2: With remote teammates

    4. Discuss: Meet via video or messaging to share all of your fun individual

    avatars in a shared document. Make sure to explain all the qualities and ele-

    ments you have embedded in your creation. Ultimately, your goal will be to

    combine these images into one team avatar.

    Brainstorm different ways you might combine your individual images into a

    single team avatar.

    Examples of how to discuss combining avatars into a single team image:

    “What do a robot, a horse, an insect, and an outgoing personality possibly have

    in common? What about a mythical robot-insect-horse, driven by a miniature

    lady?”

    “Yes, let’s draw it!”

    “Here’s what I think the body could look like…”

    5. Combine & Document: Working together, combine the individual av-

    atars together to create one unified team visual. Depending on the chosen

    materials, you may need to photograph, photocopy, or scan the results in

    order to share them with your teammates.

    Some options to combine your images include:

    • Analog collage: Print several copies of the individual images. Cut

    them out and then tape the images together to make a new composite

    image; consider bringing other physical materials (fabric, paints, etc.)

    into the process to make the experience more lively, multisensory, and

    exciting.

    • Analog drawing: Studying each person’s individual contribution,

    consider how could you bring elements from each individual avatar

    into a single image? Sketch some ideas on paper to document and

    share.

    Establish Trust 137

    • Digital table: Insert a table into your shared document (the num-

    ber of rows should correspond to the number of teammates. Place se-

    lected images side-by-side. Experiment with different placements and

    orientations.

    • Digital composition: Use free or paid image-editing software to

    combine images digitally into a single composition.

    6. Merge together: Work in rounds to discuss each person’s visuals. This

    process may require multiple rounds of discussion, selection, and revision.

    • For larger teams, you might vote to select one person’s creation to vis-

    ually represent your team.

    • Smaller teams might experiment by combining elements from all team-

    mates. Discuss preferred approaches with your teammates.

    7. Name your team: Give your unified team visual a name. This name should

    capture the spirit of the team as reflected in the visual itself.

    Team origin story

    Phase 3: With remote teammates

    8. Write: Based on the narrative elements of your new unified team visual, use

    a similar approach to co-author a brief fictional origin story about the team,

    including key strengths and possible adventures.

    9. Finalize: For the duration of your time working together, the final team

    name, avatar, and origin story will represent your team in group critiques

    and other forums.

    10. Discuss: Take some time to discuss what you have learned about through

    this collaborative storyboarding experience. Use the following guide for

    discussion.

    DISCUSSION GUIDE

    • What did this activity teach you about collaborative storytelling?

    • What kind of cultural content or meaning is embedded in your team name

    and combined image? Ask teammates to clarify or explain elements of their

    images.

    • Did learning about your teammates during this process make you feel closer

    to them?

    • How did this process help your team establish trust and build a relationship?

    References

    Bal, Mieke, and Christine Van Boheemen. 2009. Narratology: Introduction to the Theory of

    Narrative. 3rd ed. Toronto; Buffalo: University of Toronto Press.

    Boyd, Danah. 2010. “Social Network Sites as Networked Publics: Affordances, Dynam-

    ics, and Implications.” In A Networked Self, 47–66. London: Routledge. doi:10.4324/

    9780203876527-8.

    138 Establish Trust

    Dennis, Alan R., and Susan T. Kinney. 1998. “Testing Media Richness Theory in the

    New Media: The Effects of Cues, Feedback, and Task Equivocality.” Information Sys-

    tems Research 9 (3): 256–74. doi:10.1287/isre.9.3.256.

    Eder, Donna. 1988. “Building Cohesion through Collaborative Narration.” Social Psy-

    chology Quarterly 51 (3): 225–35. doi:10.2307/2786921.

    Hall, Sean. 2012. This Means This, This Means That: A User’s Guide to Semiotics. 2nd

    ed. London: Laurence King Publishing. http://laurenceking.com/product/

    This+Means+This,+This+Means+That:+A+User%27s+Guide+to+Semiotics.htm.

    Kosara, Robert, and Jock Mackinlay. 2013. “Storytelling: The Next Step for Visualiza-

    tion.” Computer 46 (5): 44–50. doi:10.1109/MC.2013.36.

    McLuhan, Marshall, and Quentin Fiore. 1967. “The Medium Is the Message.” New York

    123: 126–8.

    Robert, Lionel P., and Alan R. Dennis. 2005. “Paradox of Richness: A Cognitive Model

    of Media Choice.” IEEE Transactions on Professional Communication 48 (1): 10–21.

    doi:10.1109/TPC.2004.843292.

    Segel, Edward, and Jeffrey Heer. 2010. “Narrative Visualization: Telling Stories with

    Data.” IEEE Transactions on Visualization and Computer Graphics 16 (6): 1139–48.

    doi:10.1109/TVCG.2010.179.

    Short, John, Ederyn Williams, and Bruce Christie. 1976. The Social Psychology of Telecom-

    munications. London; New York: Wiley.

    **## CreateaVisualOriginStory.docx**

    **Create a Visual Origin Story**

    In Module 1 you are to complete the team-building exercise "
    [Visual Origin Story: Adventures in collaborative storytelling](https://asu.instructure.com/courses/233075/files/112496319/download?wrap=1)

    ." This exercise is from the book:
    [Murdoch-Kitt, K. M., & Emans, D. J. (2020). Intercultural collaboration by design drawing from differences, distances, and disciplines through visual thinking. New York, N.Y: Routledge.Links to an external site.](https://ebookcentral-proquest-com.ezproxy1.lib.asu.edu/lib/asulib-ebooks/detail.action?pq-origsite=primo&docID=6023756)

    Origin stories exist in every human culture and are used to offer explanations about how something came into existence. Creating a Visual Origin Story combines lateral and visual thinking as your team envisions its collective capabilities and imagines a positive trajectory together. For example, the team’s co-authored origin story might describe teammates’ superpowers and how they work together to “fight the evils of the world.” The activity involves both asynchronous components with low social presence (your independent work) and synchronous moments with high social presence (coming together with your team to discuss and create). Working together synchronously at the end stage of this activity is required.

    **Phase 1:** **Personal Avatar, To be Completed Individually Prior to Team Meeting**

    1.
    **Brainstorm:** Create an avatar—an image that will represent your personality—to share with your new teammates. Feeling stuck? This exercise in lateral thinking will help you come up with some imaginative ways to represent yourself.

    First, grab a pen and paper to write down your responses to the following:

    • A verb for an activity that you like to do, ending in -ING (“flying,” “jumping,” etc.)
    • Favorite color(s)
    • Your favorite snack food
    • An adjective that best describes you
    • Aspects of your identity that are important to you (cultural, ethnic, religious, sexual orientation, etc.)
    • Your favorite creature, real or imagined
    • Favorite musical artist
    • Favorite board or video game
    • A particular hidden talent of yours
    • Name of the street or town where you grew up
    • Name(s) of your pet(s) (if applicable)

    2.
    **Imagine:** Next, combine any number of selections from the previous list to develop a fun description of yourself. Perhaps you are a superhero who can make tacos appear with the snap of your fingers? Or do you feel you embody a hybrid of your two favorite animals? Come up with two to four options for yourself by combining answers, adding descriptive features, or editing as needed. Examples of how you might describe your new superhero self:
    “I’m a…”
    • Flying Kimchi Horse
    • Laughing Aqua Robot
    • Yodeling League of Insects
    • Bouncing Extroverted Cheeto

    3.
    **Visualize:** Continue to working individually to
    **create a visual representation of yourself based on what you have imagined, making sure to connect to any personality or skills you might bring to the team.** Some ideas to get you started include:

    · Draw on top of a photograph

    · Create an illustration or caricature (a bowl of kimchi wearing sunglasses, a potato chip with a face, etc.)

    · Collage together items from magazines or newspapers

    · Develop other creative representations, such as a hand puppet constructed from fabric or other material

    · Use one of these free programs to create your avatar:

    · Adobe Avatar Maker:
    [https://www.adobe.com/express/create/avatarLinks to an external site.](https://www.adobe.com/express/create/avatar)

    ·
    [Links to an external site.](https://www.adobe.com/express/create/avatar) Get Avataaars:
    [https://getavataaars.com/Links to an external site.](https://getavataaars.com/)

    · Superherotar:
    [https://superherotar.framiq.com/Links to an external site.](https://superherotar.framiq.com/)

    ***** Please note that your avatar can be either a collage-type image that represents you or a character that you create that is symbolic of you.
    **There is no one right way to create your avatar**, the important thing is that you create an image that represents you and that you are able to use the image to introduce yourself to your team.

    | |
    | — |
    | **Tips**<br>• <br>**Individual avatar:** Have fun creating your own individual avatars first, then share them with your team to describe your personality or things you love.  The avatar can be as quirky and strange as you want it to be, as long as you can speak about how it connects to your personality. Robots, horses, insects, objects, humans, and more are all welcome to the party!<br> <br>•<br>**Combining avatars:** Think of interesting ways to combine the avatars together. Don’t just make a matrix of fragmented parts and call things done. Instead, think about how the parts fit together in interesting new ways. What new creatures could you create? What hybrid object might be constructed to represent the team?<br> <br>• <br>**Brainstorming:** Throughout the process of working together, think about the different collaborative storytelling techniques that might help your team brainstorm together. Perhaps one person adds an element to another person’s contribution or you might have an open back-and-forth discussion where multiple stories take place in a shared world. Have fun and share ideas!<br> <br>• <br>**Stay playful:** This does not need to be a serious activity and, in fact, keeping the mood light will build positive feelings among your team. If you will be working on a serious topic later in the process, activities such as this one provide a useful emotional counterpoint to relieve some of the stress and tension that can result from working with challenging topics. |

    **## Mod1-BuildingyourTeamActivity.pdf**

    132

    3.5

    Visual Origin Story:
    Adventures in collaborative storytelling

    Joining a team means learning about new people. Taking the time to weave

    together imagery can make a team feel more cohesive and complete, even when

    they’re located on opposite sides of the earth and have never met in person. The

    Visual Origin Story activity evolved from one of our first forays into using visual

    narratives for the purpose of team-building prior to starting work on the actual

    project.

    This activity strikes a balance between author-driven contributions and

    reader-driven co-creations, with the aim of merging visuals to create one repre-

    sentative team image, or avatar, and constructing a narrative about it. Teammates

    create their own individual avatars first, then work together on the team avatar

    and story. As with structured dialogue, we found that these teams benefitted

    from a structured opportunity for positive and upbeat personal interactions be-

    fore rolling up their sleeves to dig into a challenging topic together.

    Collaborative storytelling

    The process of telling and crafting stories through the creation of characters, set-

    tings, and situations as part of a storyline can take many forms and utilize many

    kinds of creative mechanics. Collaborative storytelling is determined by the shared

    contributions of a team and can be co-created in a variety of ways. Narrators

    might build on each other’s contributions by adding new elements to the end of

    Establish Trust 133

    a sequence without altering the previous contributions. Another approach might

    be to craft a story together through parallel contributions, which enables editing

    of prior contributions, and can be done synchronously or asynchronously. Multi-

    ple stories can also be shared simultaneously within collaborative spaces, such as

    the Fourth Space, virtual worlds, or games.

    You have likely participated in some form of collaborative and/or interactive

    storytelling at one point in your life. New digital tools have increased collabo-

    rative and interactive storytelling formats from online spaces to video gaming

    worlds. These evolving formats continue to blur the lines between author-driven

    and reader-drives approaches in terms of who plays the role of narrator or listener.

    In context: Visual narratives and teambuilding

    “What do a robot, a horse, an insect, and an outgoing personality possibly have
    in common?” One of our teammates wondered this aloud as she browsed
    through the array of images she had received from her teammates.

    As she read their explanations, though, she started to imagine how the
    positive characteristics of the individuals represented in the images could
    come together into a single entity that could illustrate the team. She printed
    out the images, cut them out of paper, and began assembling them into dif-
    ferent configurations. A smile crept across her face as she said, “I can’t wait to
    see what they are creating with all of these different parts!”

    As she documented and shared her creation with the team, along with a
    short story about this fantastical beast, she asked her teammates to chime in
    with suggestions, additions, and changes.

    “I was feeling hesitant about this project because the topic seems so tough,” she
    explained to them in writing as she posted her image in the shared online com-
    munity, “but now I feel really motivated to get started and to work with you all.”

    Cultural roles in storytelling

    We have found that remote teams who engage with collaborative storytelling

    build feelings of unanimity, mutual understanding, trust, and a sense of commu-

    nity. Professor of Sociology Donna Eder (1988) points out the social constructs

    of “narrator” and “listener” are variable across cultures. Some cultures embrace

    the idea of a single storyteller and attentive listeners, while others challenge this

    notion. In Mayan culture, for example, there was a clearly defined “responder”

    among the listeners whose role included asking important questions, making

    comments, and sometimes completing sentences. This type of engagement trans-

    forms storytelling into a more collaborative activity and reinforces friendship and

    solidarity. Showing agreement, providing additional information, and offering

    opinions inherent in these practices can also help guide conflict resolution.

    134 Establish Trust

    Benefits & outcomes

    • Create a team name, avatar, and origin story
    • Participate in playful lateral thinking as a team
    • Remember characteristics of your team by manipulating visual informa-

    tion together
    • Imagine and co-create a shared world for your work together

    Activity

    Visual Origin Story

    Origin stories exist in every human culture and are used to offer explanations about

    how something came into existence. Creating a Visual Origin Story combines

    lateral and visual thinking to as your team envisions its collective capabilities

    and imagines a positive trajectory together. For example, the team’s co-authored

    origin story might describe teammates’ superpowers and how they work to-

    gether to “fight the evils of the world.” The activity involves both asynchronous

    components with low social presence (your independent work) and synchronous

    moments with high social presence (coming together with your team to discuss

    and create). Working together synchronously at the end stage of this activity is

    recommended, if possible.

    People: Individual/local colleagues/remote teammates

    Duration: 1 hour (plus 1–2 days to combine avatars)

    Technology: Internet access & web browser

    Other resources: Pen, paper, or word processing software

    Low-bandwidth version: Printer, photocopier, scissors, tape, pen, paper

    Tips

    • Individual avatar: Have fun creating your own individual avatars first,
    then share them with your team to describe your personality or things
    you love. The avatar can be as quirky and strange as you want it to be, as
    long as you can speak about how it connects to your personality. Robots,
    horses, insects, objects, humans, and more are all welcome to the party!

    • Combining avatars: Think of interesting ways to combine the avatars
    together. Don’t just make a matrix of fragmented parts and call things
    done. Instead, think about how the parts fit together in interesting new
    ways. What new creatures could you create? What hybrid object might
    be constructed to represent the team?

    Establish Trust 135

    • Brainstorming: Throughout the process of working together, think
    about the different collaborative storytelling techniques that might help
    your team brainstorm together. Perhaps one person adds an element
    to another person’s contribution or you might have an open back-and-
    forth discussion where multiple stories take place in a shared world. Have
    fun and share ideas!

    • Stay playful: This does not need to be a serious activity and, in fact,
    keeping the mood light will build positive feelings among your team. If
    you will be working on a serious topic later in the process, activities such
    as this one provide a useful emotional counterpoint to relieve some of the
    stress and tension that can result from working with challenging topics.

    Personal avatar

    Phase 1: Working individually

    1. Brainstorm: Create an avatar—an image that will represent your

    personality—to share your new teammates. Feeling stuck? This exercise in

    lateral thinking will help you come up with some imaginative ways to rep-

    resent yourself. First, grab a pen and paper to write down your responses to

    the following:

    • A verb for an activity that you like to do, ending in -ING (“flying,”

    “jumping,” etc.)

    • Favorite color(s)

    • Your favorite snack food

    • An adjective that best describes you

    • Your favorite creature, real or imagined

    • Favorite musical artist

    • Favorite board or video game

    • A particular hidden talent of yours

    • Name of the street or town where you grew up

    • Name(s) of your pet(s) (if applicable)

    2. Imagine: Next, combine any number of selections from the previous list to de-

    velop a fun description of yourself. Perhaps you are a superhero who can make

    tacos appear with the snap of your fingers? Or do you feel you embody a hybrid

    of your two favorite animals? Come up with two to four options for yourself by

    combining answers, adding descriptive features, or editing as needed.

    Examples of how you might describe your new superhero self:

    “I’m a…”

    • Flying Kimchi Horse

    • Laughing Aqua Robot

    • Yodeling League of Insects

    • Bouncing Extroverted Cheeto

    136 Establish Trust

    3. Visualize: Continue to working individually to create a visual representa-

    tion of yourself based on what you have imagined, making sure to connect

    to any personality or skills you might bring to the team. Some ideas to get

    you started include:

    • Draw on top of a photograph

    • Create an illustration or caricature (a bowl of kimchi wearing sun-

    glasses, a Cheeto with a face, etc.)

    • Collage together items from magazines or newspapers

    • Develop other creative representations, such as a hand puppet con-

    structed from fabric or other materials

    Unified team visual

    Phase 2: With remote teammates

    4. Discuss: Meet via video or messaging to share all of your fun individual

    avatars in a shared document. Make sure to explain all the qualities and ele-

    ments you have embedded in your creation. Ultimately, your goal will be to

    combine these images into one team avatar.

    Brainstorm different ways you might combine your individual images into a

    single team avatar.

    Examples of how to discuss combining avatars into a single team image:

    “What do a robot, a horse, an insect, and an outgoing personality possibly have

    in common? What about a mythical robot-insect-horse, driven by a miniature

    lady?”

    “Yes, let’s draw it!”

    “Here’s what I think the body could look like…”

    5. Combine & Document: Working together, combine the individual av-

    atars together to create one unified team visual. Depending on the chosen

    materials, you may need to photograph, photocopy, or scan the results in

    order to share them with your teammates.

    Some options to combine your images include:

    • Analog collage: Print several copies of the individual images. Cut

    them out and then tape the images together to make a new composite

    image; consider bringing other physical materials (fabric, paints, etc.)

    into the process to make the experience more lively, multisensory, and

    exciting.

    • Analog drawing: Studying each person’s individual contribution,

    consider how could you bring elements from each individual avatar

    into a single image? Sketch some ideas on paper to document and

    share.

    Establish Trust 137

    • Digital table: Insert a table into your shared document (the num-

    ber of rows should correspond to the number of teammates. Place se-

    lected images side-by-side. Experiment with different placements and

    orientations.

    • Digital composition: Use free or paid image-editing software to

    combine images digitally into a single composition.

    6. Merge together: Work in rounds to discuss each person’s visuals. This

    process may require multiple rounds of discussion, selection, and revision.

    • For larger teams, you might vote to select one person’s creation to vis-

    ually represent your team.

    • Smaller teams might experiment by combining elements from all team-

    mates. Discuss preferred approaches with your teammates.

    7. Name your team: Give your unified team visual a name. This name should

    capture the spirit of the team as reflected in the visual itself.

    Team origin story

    Phase 3: With remote teammates

    8. Write: Based on the narrative elements of your new unified team visual, use

    a similar approach to co-author a brief fictional origin story about the team,

    including key strengths and possible adventures.

    9. Finalize: For the duration of your time working together, the final team

    name, avatar, and origin story will represent your team in group critiques

    and other forums.

    10. Discuss: Take some time to discuss what you have learned about through

    this collaborative storyboarding experience. Use the following guide for

    discussion.

    DISCUSSION GUIDE

    • What did this activity teach you about collaborative storytelling?

    • What kind of cultural content or meaning is embedded in your team name

    and combined image? Ask teammates to clarify or explain elements of their

    images.

    • Did learning about your teammates during this process make you feel closer

    to them?

    • How did this process help your team establish trust and build a relationship?

    References

    Bal, Mieke, and Christine Van Boheemen. 2009. Narratology: Introduction to the Theory of

    Narrative. 3rd ed. Toronto; Buffalo: University of Toronto Press.

    Boyd, Danah. 2010. “Social Network Sites as Networked Publics: Affordances, Dynam-

    ics, and Implications.” In A Networked Self, 47–66. London: Routledge. doi:10.4324/

    9780203876527-8.

    138 Establish Trust

    Dennis, Alan R., and Susan T. Kinney. 1998. “Testing Media Richness Theory in the

    New Media: The Effects of Cues, Feedback, and Task Equivocality.” Information Sys-

    tems Research 9 (3): 256–74. doi:10.1287/isre.9.3.256.

    Eder, Donna. 1988. “Building Cohesion through Collaborative Narration.” Social Psy-

    chology Quarterly 51 (3): 225–35. doi:10.2307/2786921.

    Hall, Sean. 2012. This Means This, This Means That: A User’s Guide to Semiotics. 2nd

    ed. London: Laurence King Publishing. http://laurenceking.com/product/

    This+Means+This,+This+Means+That:+A+User%27s+Guide+to+Semiotics.htm.

    Kosara, Robert, and Jock Mackinlay. 2013. “Storytelling: The Next Step for Visualiza-

    tion.” Computer 46 (5): 44–50. doi:10.1109/MC.2013.36.

    McLuhan, Marshall, and Quentin Fiore. 1967. “The Medium Is the Message.” New York

    123: 126–8.

    Robert, Lionel P., and Alan R. Dennis. 2005. “Paradox of Richness: A Cognitive Model

    of Media Choice.” IEEE Transactions on Professional Communication 48 (1): 10–21.

    doi:10.1109/TPC.2004.843292.

    Segel, Edward, and Jeffrey Heer. 2010. “Narrative Visualization: Telling Stories with

    Data.” IEEE Transactions on Visualization and Computer Graphics 16 (6): 1139–48.

    doi:10.1109/TVCG.2010.179.

    Short, John, Ederyn Williams, and Bruce Christie. 1976. The Social Psychology of Telecom-

    munications. London; New York: Wiley.

    – 1
    – 2

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    I need help please – ## Case4-90.docx – ## Case1DevanteMcLean.docx – Case2DevanteMcLeanFinal.docx – Case3DevanteMcLean.docx **## Case4-90.docx** **Module 4 – Case** **Managing Complex IT Organizational Change and Capstone Paper** **Assignment Overview** **The Impact of Various Internal and External …

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    – ## Case4-90.docx

    – ## Case1DevanteMcLean.docx

    – Case2DevanteMcLeanFinal.docx
    – Case3DevanteMcLean.docx

    **## Case4-90.docx**

    **Module 4 – Case**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Assignment Overview**

    **The Impact of Various Internal and External Organizational "Environments" on IT Management**

    The ability to understand various elements within and outside your topic organization and the extent to which they affect information technology are keenly important to the organization's management. One facet of this ability is to be able to successfully scan various internal and external "environments" (social, economic, political, and technological, etc.) at numerous organizational levels (as well as the demands of their various publics). This module will focus on gaining a better understanding of the "environmental" conditions facing your chosen Capstone organization and how to assess the elements of required planned change.

    This module will be primarily devoted to the careful review of your previous Capstone Case paper segments, assembling them into a cohesive finished product (with one overall case introduction and conclusion) which reflects careful discussion, as well as the comprehensive integration/citation of previous MSITM coursework and other relevant sources.

    **Case Assignment**

    In this module, you will perform a careful review of your previous Capstone Case paper segments, assembling them into a cohesive finished product (with one overall case introduction and conclusion) which reflects careful discussion, as well as the comprehensive integration/citation of previous MSITM coursework and other relevant sources into your IT Governance Project.

    **Assignment Expectations**

    Your Capstone Case assignment is to produce a reasonable and workable plan to set the stage for these forthcoming IT improvements—a plan that will help affected organization managers, employees, and customers better embrace the forthcoming change implementation.

    **Module 4 – Resources**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Required Reading**

    Remember, your major sources of information for this course consist of all that you have learned in your other courses, and you should be prepared to reference those courses and their background material during this class, as well as additional resources that you identify.

    **Use** [**_How to find resources in Skillsoft_**](https://tlc.trident.edu/content/enforced/210744-X_FUTURE_ITM580-MOD/Skillsoft_Tutorial_How%20find%20resources%20in%20Skillsoft.docx?isCourseFile=true&_&d2lSessionVal=QxpoQ7VjZemW7LQYGZBISYOHU&ou=210744&ou=224359) **to access material in Skillsoft.**

    **Required Reading**

    **_IT Governance Plan_**

    ITIL® 4 Foundation: Introduction. Available in the Trident Online Library in Skillsoft.

    Modern Data Management: Data Governance. Available in the Trident Online Library in Skillsoft.

    **ITIL**

    TestPrep ITIL 4 Foundation. Available in the Trident Online Library in Skillsoft.

    Go to Library Access in Additional Library Resources, select Skillsoft Books. In the search box enter TestPrep ITIL 4 Foundation, select the Courses tab, then select TestPrep ITIL 4 Foundation.

    **Securing the Enterprise**

    Securing Against Threats, Securing for Enterprise, and Jailbreaking Devices. Available in the Trident Online Library in Skillsoft.

    **Business Continuity and Disaster Recovery**

    CISSP 2021: Business Continuity Planning. Available in the Trident Online Library in Skillsoft.

    Backup & Recovery: Business Continuity & Disaster Recovery. Available in the Trident Online Library in Skillsoft.

    **Data Governance**

    Modern Data Management: Data Quality Management. Available in the Trident Online Library in Skillsoft.

    Data Access & Governance Policies: Data Classification, Encryption, and Monitoring. Available in the Trident Online Library in Skillsoft.

    **Cybersecurity**

    Mitigating Security Risks: Cyber Security Risks. Available in the Trident Online Library in Skillsoft.

    An Executive's Guide to Security: Understanding Security Threats. Available in the Trident Online Library in Skillsoft.

    Mitigating Security Risks: Maintaining a Secure Workplace. Available in the Trident Online Library in Skillsoft.

    **Optional Reading**

    Mitre. (n.d.).
    [_IT governance_](https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance). https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance

    Chapters 1-12, in:

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO. Available in the Trident Online Library (Skillsoft Books).

    Chapters 1-10, in:

    Smallwood, R. F. (2020). Information governance: Concepts, strategies and best practices. Wiley & Sons. Available in the Trident Online Library (Skillsoft Books).

    Please note that this link will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Getting Started with Network Administration_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=224359&type=lti&rcode=TUI-501592&srcou=118096) – LinkedIn Learning

    **## Case1DevanteMcLean.docx**

    8

    **IT Governance Plan for the U.S. Army**

    Devante McLean

    Trident University

    ITM 590: Integrative Project (Capstone Course)

    Dr. Robert Rossi

    7/13/2025

    **IT Governance Plan for the U.S. Army**

    The U.S. army which is a critical part of the U.S military is facing formidable issues on information technology (IT) governance. It being a huge and complex organization is characterized with multiplicity of social, economic and technological issues that affect its capability in managing IT effectively. The IT infrastructure of the Army, being spread on numerous divisions, has to be dynamic, and well secured to fulfill the requirements of military operation, logistics, and communications. This paper presents the IT governance plan of the U.S. Army, with the most importance on the governance structures, security, business continuity and disaster recovery. On top of that, the paper explains the increasingly complicated process of governance and security risks to data on cybersecurity and the ability to integrate the latest IT solutions into the heavily regulated environment in the Army.

    **The Importance of IT Governance in the U.S. Army**

    IT governance is vital in the operation of the U.S. Army as it works towards ensuring that IT systems of the organization meet their goals and objectives. Since the Army is of such scale, composed, and strategically vital, it is necessary to use a well-developed IT governance strategy that will help to ensure operational efficiency, security, and resilience. The IT governance framework gives the much-needed management provisions in regard to the effective management of the IT resources of the whole of the Army, adhering to the requirements of regulations and serving the Army, its mission.

    The key dimension of IT governance in Army is to adjust to fit IT resources in the wider strategic goals of national defense. The U.S army should be able to keep up with the changes in technology and its continuous evolution and also provide an efficient, secure and trust-worthy IT infrastructure. Among the issues that the governance plan should touch upon, there should be risk management, compliance, and IT systems integration within several departments and divisions.

    **Framework**

    The focus area will be the United States Army Training and Doctrine Command (TRADOC) Headquarters (HQ). TRADOC is a four-star led command with over 20,000 soldiers under its charge. There are two subordinate commands – Center for Initial Military Training (CIMT) and Combined Arms Center (CAC). Subordinate to those are several center of excellence and training centers across the entire army that shape policy and doctrine driving how soldiers are trained based on the future fight.

    The IT infrastructure within the HQ is vast. There are multiple layers of security, products and services that assist the personnel within the command to execute their day-to-day jobs. These include physical routers, switches, wires, printers, laptops, VTC systems, monitors, phones, tablets, etc. On the network side, there are multiple software such as VM Ware, VPN capabilities, network infrastructure, and segmented servers, and tier 2 routers just to name a few. All of which have multiple redundancies by design. We currently use Microsoft Suite as SaaS as the main infrastructure to seamlessly collaborate across the cloud.

    **IT Governance Framework**

    Some of the common and well-known frameworks, which should be incorporated in the IT governance plan of Army, include the IT Infrastructure Library (ITIL(r), which ensures the guidelines on managing the services of IT. ITIL 4, specifically, is an up-to-date framework focusing on the combination of service management with business requirements, which is vital in the scenario of the Army, whose IT systems and services all have to have a direct contribution to the mission of national defense (Axelos, 2020).

    Moreover, the Army should integrate the data governance practices in order to safeguard the data, legal compliance, and handling sensitive data. Data governance principles, including the data classification, encryption and access control, play a crucial role in defending the sensitive military data against cyber security attacks. Also, the Army needs to implement current data management methods to provide integrity, quality, and availability of its data (Smallwood, 2020).

    The combination of these frameworks guarantees the whole situation in the IT governance, which is why the Army is able to manage its IT resources properly with reducing the risks and meeting up the regulations.

    **Cybersecurity and Risk management**

    With more operations shifting to digital tools, the U.S. Army is exposed to a serious threat of a cyberattack. Such risks are the threats by external parties, like cyber assaults executed by hostile states, or internal risks, like system weaknesses. To combat these threats to the IT systems of the Army, a detailed cybersecurity plan will have to be prepared. To protect the operations of the Army, a continuous monitoring systems, incidents response plans, and secure communication channels must be in place.

    The governance of the Army in terms of dealing with cybersecurity needs to be in line with the regulations of national security. It is also possible to implement frameworks such as the National Institute of Standards and Technology (NIST) Cybersecurity Framework that can guide the practices to identify, protect, detect, respond, and recover cyber threats. Also, the Army should strive to maintain that every member of personnel should get cybersecurity education and that all systems are audited regularly to pinpoint any potential weakness and mitigate the situation (Elliott, 2024).

    Besides, the Army needs to invest into sophisticated technologies, including artificial intelligence and machine learning, to improve its cybersecurity position. These technologies would be helpful in identifying anomalies and possible threats more effectively than the conventional security approaches.

    **Business Continuity and disaster recovery**

    Because the work of the Army is essential, the plans of business continuity and disaster recovery are the areas of the IT governance strategy. These plans are sufficient to make certain that the Army can go on with its activities even in the case of a catastrophe, like a computer attack or a natural one. The Army will have to use redundant systems and second or backup solutions to ensure resilience.

    Data recovery is one of the important parts of business continuity. It is necessary that the Army should come up with effective backup and recovery mechanism so that critical data related to the service can be retrieved within short period in case of system crash. These will consist of testing disaster recovery measures regularly to ascertain their efficiency and establish that the Army is able to recover as quickly as possible in case of any crisis (Adams, 2024).

    In addition, the Army ought to go cloud-based to some of the IT services where the IT services can be more flexible and scalable. Secured, geographically distant storage of backup data can be provided with cloud computing to the extent that data losses in the case of local failures can be prevented. Nevertheless, the Army should enforce that the clouds deployed are under demanding requirements of security and are not prone to the harm of secrecy or integrity of military information.

    **ITIL and Security Threat Management**

    The Army can take advantage of the use of The ITIL 4 security management principles in handling security threats. Suggesting proactive security management and offering the properly designed method of recognizing security threats prior to affecting the organization, ITIL 4 implies that management should be more concerned with the proactive approach to the security control. This involves security principles in all the service stages including planning, design, operation and the constant upgrade (Axelos, 2020).

    The alignment of ITIL 4 practices with the framework of IT governance in the Army will enable the Army to have a secure, resilient and IT infrastructure that is armed to meet the demands of military operations. Moreover, the aspect of constant improvement in ITIL 4 can assist the Army to meet the challenges of new security threats and technology changes, so that the Army IT systems are fully adequate and functional.

    **Issues and Advantages of IT governance**

    U.S. Army needs to come over with a number of obstacles in its way towards a functional IT governance plan. The high rate of technological change is one of the most significant threats because it may become a challenge to the Army to maintain its systems and infrastructure current. In addition, the Army should make sure that the IT systems that it has can be integrated with those of other military departments and external agencies.

    The second difficulty is the question of military technology and its use in terms of morality. The Army should ponder thoroughly the consequences of the application of high technologies, which it is planning to apply to the field of military affairs including artificial intelligence and autonomous systems. The application of these technologies has to observe the international law and human rights (Rollnick et al., 2024).

    But the above challenges also bring in a chance of improvement. With modern IT governance systems and technologies, the Army will have an opportunity to improve its operations, make them more cost effective and increase its mission readiness. Moreover, the combination of cloud computing, the use of AI, and machine learning can be a source of a competitive edge when the Army participates in the military conflicts of the future

    **Conclusion**

    IT governance plan by U.S. Army is a key element in its capacity to retain security, efficiency in operations and operational readiness. Such frameworks as ITIL 4 and the best practices in terms of data governance and cybersecurity can help the Army align its IT infrastructure with its strategic goals in terms of data governance and cybersecurity. Although problems do occur [e.g. quick appointment of technology developing and ethical matters], the Army stands to gain great opportunities of improving their IT services and still be on the ranking of military affairs.

    **References**

    Adams, A. (2024). Effective Leadership and Management in Nursing. Elsevier.

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO.

    Elliott, J. (2024). How AI is Turbocharging Project Risk Management. Association for Project Management.

    Rollnick, S., Miller, W. R., & Butler, C. C. (2024). Motivational Interviewing in Health Care: Helping Patients Change Behaviour. The Guilford Press.

    Smallwood, R. F. (2020). Information Governance: Concepts, Strategies, and Best Practices. Wiley & Sons.

    **Case2DevanteMcLeanFinal.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case2devantemcleanfinal-docx)

    **Case3DevanteMcLean.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case3devantemclean-docx)

    **Case3DevanteMcLean.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case3devantemclean-docx)

    **## Case4-90.docx**

    **Module 4 – Case**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Assignment Overview**

    **The Impact of Various Internal and External Organizational "Environments" on IT Management**

    The ability to understand various elements within and outside your topic organization and the extent to which they affect information technology are keenly important to the organization's management. One facet of this ability is to be able to successfully scan various internal and external "environments" (social, economic, political, and technological, etc.) at numerous organizational levels (as well as the demands of their various publics). This module will focus on gaining a better understanding of the "environmental" conditions facing your chosen Capstone organization and how to assess the elements of required planned change.

    This module will be primarily devoted to the careful review of your previous Capstone Case paper segments, assembling them into a cohesive finished product (with one overall case introduction and conclusion) which reflects careful discussion, as well as the comprehensive integration/citation of previous MSITM coursework and other relevant sources.

    **Case Assignment**

    In this module, you will perform a careful review of your previous Capstone Case paper segments, assembling them into a cohesive finished product (with one overall case introduction and conclusion) which reflects careful discussion, as well as the comprehensive integration/citation of previous MSITM coursework and other relevant sources into your IT Governance Project.

    **Assignment Expectations**

    Your Capstone Case assignment is to produce a reasonable and workable plan to set the stage for these forthcoming IT improvements—a plan that will help affected organization managers, employees, and customers better embrace the forthcoming change implementation.

    **Module 4 – Resources**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Required Reading**

    Remember, your major sources of information for this course consist of all that you have learned in your other courses, and you should be prepared to reference those courses and their background material during this class, as well as additional resources that you identify.

    **Use** [**_How to find resources in Skillsoft_**](https://tlc.trident.edu/content/enforced/210744-X_FUTURE_ITM580-MOD/Skillsoft_Tutorial_How%20find%20resources%20in%20Skillsoft.docx?isCourseFile=true&_&d2lSessionVal=QxpoQ7VjZemW7LQYGZBISYOHU&ou=210744&ou=224359) **to access material in Skillsoft.**

    **Required Reading**

    **_IT Governance Plan_**

    ITIL® 4 Foundation: Introduction. Available in the Trident Online Library in Skillsoft.

    Modern Data Management: Data Governance. Available in the Trident Online Library in Skillsoft.

    **ITIL**

    TestPrep ITIL 4 Foundation. Available in the Trident Online Library in Skillsoft.

    Go to Library Access in Additional Library Resources, select Skillsoft Books. In the search box enter TestPrep ITIL 4 Foundation, select the Courses tab, then select TestPrep ITIL 4 Foundation.

    **Securing the Enterprise**

    Securing Against Threats, Securing for Enterprise, and Jailbreaking Devices. Available in the Trident Online Library in Skillsoft.

    **Business Continuity and Disaster Recovery**

    CISSP 2021: Business Continuity Planning. Available in the Trident Online Library in Skillsoft.

    Backup & Recovery: Business Continuity & Disaster Recovery. Available in the Trident Online Library in Skillsoft.

    **Data Governance**

    Modern Data Management: Data Quality Management. Available in the Trident Online Library in Skillsoft.

    Data Access & Governance Policies: Data Classification, Encryption, and Monitoring. Available in the Trident Online Library in Skillsoft.

    **Cybersecurity**

    Mitigating Security Risks: Cyber Security Risks. Available in the Trident Online Library in Skillsoft.

    An Executive's Guide to Security: Understanding Security Threats. Available in the Trident Online Library in Skillsoft.

    Mitigating Security Risks: Maintaining a Secure Workplace. Available in the Trident Online Library in Skillsoft.

    **Optional Reading**

    Mitre. (n.d.).
    [_IT governance_](https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance). https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance

    Chapters 1-12, in:

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO. Available in the Trident Online Library (Skillsoft Books).

    Chapters 1-10, in:

    Smallwood, R. F. (2020). Information governance: Concepts, strategies and best practices. Wiley & Sons. Available in the Trident Online Library (Skillsoft Books).

    Please note that this link will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Getting Started with Network Administration_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=224359&type=lti&rcode=TUI-501592&srcou=118096) – LinkedIn Learning

    **## Case1DevanteMcLean.docx**

    8

    **IT Governance Plan for the U.S. Army**

    Devante McLean

    Trident University

    ITM 590: Integrative Project (Capstone Course)

    Dr. Robert Rossi

    7/13/2025

    **IT Governance Plan for the U.S. Army**

    The U.S. army which is a critical part of the U.S military is facing formidable issues on information technology (IT) governance. It being a huge and complex organization is characterized with multiplicity of social, economic and technological issues that affect its capability in managing IT effectively. The IT infrastructure of the Army, being spread on numerous divisions, has to be dynamic, and well secured to fulfill the requirements of military operation, logistics, and communications. This paper presents the IT governance plan of the U.S. Army, with the most importance on the governance structures, security, business continuity and disaster recovery. On top of that, the paper explains the increasingly complicated process of governance and security risks to data on cybersecurity and the ability to integrate the latest IT solutions into the heavily regulated environment in the Army.

    **The Importance of IT Governance in the U.S. Army**

    IT governance is vital in the operation of the U.S. Army as it works towards ensuring that IT systems of the organization meet their goals and objectives. Since the Army is of such scale, composed, and strategically vital, it is necessary to use a well-developed IT governance strategy that will help to ensure operational efficiency, security, and resilience. The IT governance framework gives the much-needed management provisions in regard to the effective management of the IT resources of the whole of the Army, adhering to the requirements of regulations and serving the Army, its mission.

    The key dimension of IT governance in Army is to adjust to fit IT resources in the wider strategic goals of national defense. The U.S army should be able to keep up with the changes in technology and its continuous evolution and also provide an efficient, secure and trust-worthy IT infrastructure. Among the issues that the governance plan should touch upon, there should be risk management, compliance, and IT systems integration within several departments and divisions.

    **Framework**

    The focus area will be the United States Army Training and Doctrine Command (TRADOC) Headquarters (HQ). TRADOC is a four-star led command with over 20,000 soldiers under its charge. There are two subordinate commands – Center for Initial Military Training (CIMT) and Combined Arms Center (CAC). Subordinate to those are several center of excellence and training centers across the entire army that shape policy and doctrine driving how soldiers are trained based on the future fight.

    The IT infrastructure within the HQ is vast. There are multiple layers of security, products and services that assist the personnel within the command to execute their day-to-day jobs. These include physical routers, switches, wires, printers, laptops, VTC systems, monitors, phones, tablets, etc. On the network side, there are multiple software such as VM Ware, VPN capabilities, network infrastructure, and segmented servers, and tier 2 routers just to name a few. All of which have multiple redundancies by design. We currently use Microsoft Suite as SaaS as the main infrastructure to seamlessly collaborate across the cloud.

    **IT Governance Framework**

    Some of the common and well-known frameworks, which should be incorporated in the IT governance plan of Army, include the IT Infrastructure Library (ITIL(r), which ensures the guidelines on managing the services of IT. ITIL 4, specifically, is an up-to-date framework focusing on the combination of service management with business requirements, which is vital in the scenario of the Army, whose IT systems and services all have to have a direct contribution to the mission of national defense (Axelos, 2020).

    Moreover, the Army should integrate the data governance practices in order to safeguard the data, legal compliance, and handling sensitive data. Data governance principles, including the data classification, encryption and access control, play a crucial role in defending the sensitive military data against cyber security attacks. Also, the Army needs to implement current data management methods to provide integrity, quality, and availability of its data (Smallwood, 2020).

    The combination of these frameworks guarantees the whole situation in the IT governance, which is why the Army is able to manage its IT resources properly with reducing the risks and meeting up the regulations.

    **Cybersecurity and Risk management**

    With more operations shifting to digital tools, the U.S. Army is exposed to a serious threat of a cyberattack. Such risks are the threats by external parties, like cyber assaults executed by hostile states, or internal risks, like system weaknesses. To combat these threats to the IT systems of the Army, a detailed cybersecurity plan will have to be prepared. To protect the operations of the Army, a continuous monitoring systems, incidents response plans, and secure communication channels must be in place.

    The governance of the Army in terms of dealing with cybersecurity needs to be in line with the regulations of national security. It is also possible to implement frameworks such as the National Institute of Standards and Technology (NIST) Cybersecurity Framework that can guide the practices to identify, protect, detect, respond, and recover cyber threats. Also, the Army should strive to maintain that every member of personnel should get cybersecurity education and that all systems are audited regularly to pinpoint any potential weakness and mitigate the situation (Elliott, 2024).

    Besides, the Army needs to invest into sophisticated technologies, including artificial intelligence and machine learning, to improve its cybersecurity position. These technologies would be helpful in identifying anomalies and possible threats more effectively than the conventional security approaches.

    **Business Continuity and disaster recovery**

    Because the work of the Army is essential, the plans of business continuity and disaster recovery are the areas of the IT governance strategy. These plans are sufficient to make certain that the Army can go on with its activities even in the case of a catastrophe, like a computer attack or a natural one. The Army will have to use redundant systems and second or backup solutions to ensure resilience.

    Data recovery is one of the important parts of business continuity. It is necessary that the Army should come up with effective backup and recovery mechanism so that critical data related to the service can be retrieved within short period in case of system crash. These will consist of testing disaster recovery measures regularly to ascertain their efficiency and establish that the Army is able to recover as quickly as possible in case of any crisis (Adams, 2024).

    In addition, the Army ought to go cloud-based to some of the IT services where the IT services can be more flexible and scalable. Secured, geographically distant storage of backup data can be provided with cloud computing to the extent that data losses in the case of local failures can be prevented. Nevertheless, the Army should enforce that the clouds deployed are under demanding requirements of security and are not prone to the harm of secrecy or integrity of military information.

    **ITIL and Security Threat Management**

    The Army can take advantage of the use of The ITIL 4 security management principles in handling security threats. Suggesting proactive security management and offering the properly designed method of recognizing security threats prior to affecting the organization, ITIL 4 implies that management should be more concerned with the proactive approach to the security control. This involves security principles in all the service stages including planning, design, operation and the constant upgrade (Axelos, 2020).

    The alignment of ITIL 4 practices with the framework of IT governance in the Army will enable the Army to have a secure, resilient and IT infrastructure that is armed to meet the demands of military operations. Moreover, the aspect of constant improvement in ITIL 4 can assist the Army to meet the challenges of new security threats and technology changes, so that the Army IT systems are fully adequate and functional.

    **Issues and Advantages of IT governance**

    U.S. Army needs to come over with a number of obstacles in its way towards a functional IT governance plan. The high rate of technological change is one of the most significant threats because it may become a challenge to the Army to maintain its systems and infrastructure current. In addition, the Army should make sure that the IT systems that it has can be integrated with those of other military departments and external agencies.

    The second difficulty is the question of military technology and its use in terms of morality. The Army should ponder thoroughly the consequences of the application of high technologies, which it is planning to apply to the field of military affairs including artificial intelligence and autonomous systems. The application of these technologies has to observe the international law and human rights (Rollnick et al., 2024).

    But the above challenges also bring in a chance of improvement. With modern IT governance systems and technologies, the Army will have an opportunity to improve its operations, make them more cost effective and increase its mission readiness. Moreover, the combination of cloud computing, the use of AI, and machine learning can be a source of a competitive edge when the Army participates in the military conflicts of the future

    **Conclusion**

    IT governance plan by U.S. Army is a key element in its capacity to retain security, efficiency in operations and operational readiness. Such frameworks as ITIL 4 and the best practices in terms of data governance and cybersecurity can help the Army align its IT infrastructure with its strategic goals in terms of data governance and cybersecurity. Although problems do occur [e.g. quick appointment of technology developing and ethical matters], the Army stands to gain great opportunities of improving their IT services and still be on the ranking of military affairs.

    **References**

    Adams, A. (2024). Effective Leadership and Management in Nursing. Elsevier.

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO.

    Elliott, J. (2024). How AI is Turbocharging Project Risk Management. Association for Project Management.

    Rollnick, S., Miller, W. R., & Butler, C. C. (2024). Motivational Interviewing in Health Care: Helping Patients Change Behaviour. The Guilford Press.

    Smallwood, R. F. (2020). Information Governance: Concepts, Strategies, and Best Practices. Wiley & Sons.

    **Case2DevanteMcLeanFinal.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case2devantemcleanfinal-docx)

    **Case3DevanteMcLean.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case3devantemclean-docx)

    **## Case4-90.docx**

    **Module 4 – Case**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Assignment Overview**

    **The Impact of Various Internal and External Organizational "Environments" on IT Management**

    The ability to understand various elements within and outside your topic organization and the extent to which they affect information technology are keenly important to the organization's management. One facet of this ability is to be able to successfully scan various internal and external "environments" (social, economic, political, and technological, etc.) at numerous organizational levels (as well as the demands of their various publics). This module will focus on gaining a better understanding of the "environmental" conditions facing your chosen Capstone organization and how to assess the elements of required planned change.

    This module will be primarily devoted to the careful review of your previous Capstone Case paper segments, assembling them into a cohesive finished product (with one overall case introduction and conclusion) which reflects careful discussion, as well as the comprehensive integration/citation of previous MSITM coursework and other relevant sources.

    **Case Assignment**

    In this module, you will perform a careful review of your previous Capstone Case paper segments, assembling them into a cohesive finished product (with one overall case introduction and conclusion) which reflects careful discussion, as well as the comprehensive integration/citation of previous MSITM coursework and other relevant sources into your IT Governance Project.

    **Assignment Expectations**

    Your Capstone Case assignment is to produce a reasonable and workable plan to set the stage for these forthcoming IT improvements—a plan that will help affected organization managers, employees, and customers better embrace the forthcoming change implementation.

    **Module 4 – Resources**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Required Reading**

    Remember, your major sources of information for this course consist of all that you have learned in your other courses, and you should be prepared to reference those courses and their background material during this class, as well as additional resources that you identify.

    **Use** [**_How to find resources in Skillsoft_**](https://tlc.trident.edu/content/enforced/210744-X_FUTURE_ITM580-MOD/Skillsoft_Tutorial_How%20find%20resources%20in%20Skillsoft.docx?isCourseFile=true&_&d2lSessionVal=QxpoQ7VjZemW7LQYGZBISYOHU&ou=210744&ou=224359) **to access material in Skillsoft.**

    **Required Reading**

    **_IT Governance Plan_**

    ITIL® 4 Foundation: Introduction. Available in the Trident Online Library in Skillsoft.

    Modern Data Management: Data Governance. Available in the Trident Online Library in Skillsoft.

    **ITIL**

    TestPrep ITIL 4 Foundation. Available in the Trident Online Library in Skillsoft.

    Go to Library Access in Additional Library Resources, select Skillsoft Books. In the search box enter TestPrep ITIL 4 Foundation, select the Courses tab, then select TestPrep ITIL 4 Foundation.

    **Securing the Enterprise**

    Securing Against Threats, Securing for Enterprise, and Jailbreaking Devices. Available in the Trident Online Library in Skillsoft.

    **Business Continuity and Disaster Recovery**

    CISSP 2021: Business Continuity Planning. Available in the Trident Online Library in Skillsoft.

    Backup & Recovery: Business Continuity & Disaster Recovery. Available in the Trident Online Library in Skillsoft.

    **Data Governance**

    Modern Data Management: Data Quality Management. Available in the Trident Online Library in Skillsoft.

    Data Access & Governance Policies: Data Classification, Encryption, and Monitoring. Available in the Trident Online Library in Skillsoft.

    **Cybersecurity**

    Mitigating Security Risks: Cyber Security Risks. Available in the Trident Online Library in Skillsoft.

    An Executive's Guide to Security: Understanding Security Threats. Available in the Trident Online Library in Skillsoft.

    Mitigating Security Risks: Maintaining a Secure Workplace. Available in the Trident Online Library in Skillsoft.

    **Optional Reading**

    Mitre. (n.d.).
    [_IT governance_](https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance). https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance

    Chapters 1-12, in:

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO. Available in the Trident Online Library (Skillsoft Books).

    Chapters 1-10, in:

    Smallwood, R. F. (2020). Information governance: Concepts, strategies and best practices. Wiley & Sons. Available in the Trident Online Library (Skillsoft Books).

    Please note that this link will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Getting Started with Network Administration_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=224359&type=lti&rcode=TUI-501592&srcou=118096) – LinkedIn Learning

    **## Case1DevanteMcLean.docx**

    8

    **IT Governance Plan for the U.S. Army**

    Devante McLean

    Trident University

    ITM 590: Integrative Project (Capstone Course)

    Dr. Robert Rossi

    7/13/2025

    **IT Governance Plan for the U.S. Army**

    The U.S. army which is a critical part of the U.S military is facing formidable issues on information technology (IT) governance. It being a huge and complex organization is characterized with multiplicity of social, economic and technological issues that affect its capability in managing IT effectively. The IT infrastructure of the Army, being spread on numerous divisions, has to be dynamic, and well secured to fulfill the requirements of military operation, logistics, and communications. This paper presents the IT governance plan of the U.S. Army, with the most importance on the governance structures, security, business continuity and disaster recovery. On top of that, the paper explains the increasingly complicated process of governance and security risks to data on cybersecurity and the ability to integrate the latest IT solutions into the heavily regulated environment in the Army.

    **The Importance of IT Governance in the U.S. Army**

    IT governance is vital in the operation of the U.S. Army as it works towards ensuring that IT systems of the organization meet their goals and objectives. Since the Army is of such scale, composed, and strategically vital, it is necessary to use a well-developed IT governance strategy that will help to ensure operational efficiency, security, and resilience. The IT governance framework gives the much-needed management provisions in regard to the effective management of the IT resources of the whole of the Army, adhering to the requirements of regulations and serving the Army, its mission.

    The key dimension of IT governance in Army is to adjust to fit IT resources in the wider strategic goals of national defense. The U.S army should be able to keep up with the changes in technology and its continuous evolution and also provide an efficient, secure and trust-worthy IT infrastructure. Among the issues that the governance plan should touch upon, there should be risk management, compliance, and IT systems integration within several departments and divisions.

    **Framework**

    The focus area will be the United States Army Training and Doctrine Command (TRADOC) Headquarters (HQ). TRADOC is a four-star led command with over 20,000 soldiers under its charge. There are two subordinate commands – Center for Initial Military Training (CIMT) and Combined Arms Center (CAC). Subordinate to those are several center of excellence and training centers across the entire army that shape policy and doctrine driving how soldiers are trained based on the future fight.

    The IT infrastructure within the HQ is vast. There are multiple layers of security, products and services that assist the personnel within the command to execute their day-to-day jobs. These include physical routers, switches, wires, printers, laptops, VTC systems, monitors, phones, tablets, etc. On the network side, there are multiple software such as VM Ware, VPN capabilities, network infrastructure, and segmented servers, and tier 2 routers just to name a few. All of which have multiple redundancies by design. We currently use Microsoft Suite as SaaS as the main infrastructure to seamlessly collaborate across the cloud.

    **IT Governance Framework**

    Some of the common and well-known frameworks, which should be incorporated in the IT governance plan of Army, include the IT Infrastructure Library (ITIL(r), which ensures the guidelines on managing the services of IT. ITIL 4, specifically, is an up-to-date framework focusing on the combination of service management with business requirements, which is vital in the scenario of the Army, whose IT systems and services all have to have a direct contribution to the mission of national defense (Axelos, 2020).

    Moreover, the Army should integrate the data governance practices in order to safeguard the data, legal compliance, and handling sensitive data. Data governance principles, including the data classification, encryption and access control, play a crucial role in defending the sensitive military data against cyber security attacks. Also, the Army needs to implement current data management methods to provide integrity, quality, and availability of its data (Smallwood, 2020).

    The combination of these frameworks guarantees the whole situation in the IT governance, which is why the Army is able to manage its IT resources properly with reducing the risks and meeting up the regulations.

    **Cybersecurity and Risk management**

    With more operations shifting to digital tools, the U.S. Army is exposed to a serious threat of a cyberattack. Such risks are the threats by external parties, like cyber assaults executed by hostile states, or internal risks, like system weaknesses. To combat these threats to the IT systems of the Army, a detailed cybersecurity plan will have to be prepared. To protect the operations of the Army, a continuous monitoring systems, incidents response plans, and secure communication channels must be in place.

    The governance of the Army in terms of dealing with cybersecurity needs to be in line with the regulations of national security. It is also possible to implement frameworks such as the National Institute of Standards and Technology (NIST) Cybersecurity Framework that can guide the practices to identify, protect, detect, respond, and recover cyber threats. Also, the Army should strive to maintain that every member of personnel should get cybersecurity education and that all systems are audited regularly to pinpoint any potential weakness and mitigate the situation (Elliott, 2024).

    Besides, the Army needs to invest into sophisticated technologies, including artificial intelligence and machine learning, to improve its cybersecurity position. These technologies would be helpful in identifying anomalies and possible threats more effectively than the conventional security approaches.

    **Business Continuity and disaster recovery**

    Because the work of the Army is essential, the plans of business continuity and disaster recovery are the areas of the IT governance strategy. These plans are sufficient to make certain that the Army can go on with its activities even in the case of a catastrophe, like a computer attack or a natural one. The Army will have to use redundant systems and second or backup solutions to ensure resilience.

    Data recovery is one of the important parts of business continuity. It is necessary that the Army should come up with effective backup and recovery mechanism so that critical data related to the service can be retrieved within short period in case of system crash. These will consist of testing disaster recovery measures regularly to ascertain their efficiency and establish that the Army is able to recover as quickly as possible in case of any crisis (Adams, 2024).

    In addition, the Army ought to go cloud-based to some of the IT services where the IT services can be more flexible and scalable. Secured, geographically distant storage of backup data can be provided with cloud computing to the extent that data losses in the case of local failures can be prevented. Nevertheless, the Army should enforce that the clouds deployed are under demanding requirements of security and are not prone to the harm of secrecy or integrity of military information.

    **ITIL and Security Threat Management**

    The Army can take advantage of the use of The ITIL 4 security management principles in handling security threats. Suggesting proactive security management and offering the properly designed method of recognizing security threats prior to affecting the organization, ITIL 4 implies that management should be more concerned with the proactive approach to the security control. This involves security principles in all the service stages including planning, design, operation and the constant upgrade (Axelos, 2020).

    The alignment of ITIL 4 practices with the framework of IT governance in the Army will enable the Army to have a secure, resilient and IT infrastructure that is armed to meet the demands of military operations. Moreover, the aspect of constant improvement in ITIL 4 can assist the Army to meet the challenges of new security threats and technology changes, so that the Army IT systems are fully adequate and functional.

    **Issues and Advantages of IT governance**

    U.S. Army needs to come over with a number of obstacles in its way towards a functional IT governance plan. The high rate of technological change is one of the most significant threats because it may become a challenge to the Army to maintain its systems and infrastructure current. In addition, the Army should make sure that the IT systems that it has can be integrated with those of other military departments and external agencies.

    The second difficulty is the question of military technology and its use in terms of morality. The Army should ponder thoroughly the consequences of the application of high technologies, which it is planning to apply to the field of military affairs including artificial intelligence and autonomous systems. The application of these technologies has to observe the international law and human rights (Rollnick et al., 2024).

    But the above challenges also bring in a chance of improvement. With modern IT governance systems and technologies, the Army will have an opportunity to improve its operations, make them more cost effective and increase its mission readiness. Moreover, the combination of cloud computing, the use of AI, and machine learning can be a source of a competitive edge when the Army participates in the military conflicts of the future

    **Conclusion**

    IT governance plan by U.S. Army is a key element in its capacity to retain security, efficiency in operations and operational readiness. Such frameworks as ITIL 4 and the best practices in terms of data governance and cybersecurity can help the Army align its IT infrastructure with its strategic goals in terms of data governance and cybersecurity. Although problems do occur [e.g. quick appointment of technology developing and ethical matters], the Army stands to gain great opportunities of improving their IT services and still be on the ranking of military affairs.

    **References**

    Adams, A. (2024). Effective Leadership and Management in Nursing. Elsevier.

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO.

    Elliott, J. (2024). How AI is Turbocharging Project Risk Management. Association for Project Management.

    Rollnick, S., Miller, W. R., & Butler, C. C. (2024). Motivational Interviewing in Health Care: Helping Patients Change Behaviour. The Guilford Press.

    Smallwood, R. F. (2020). Information Governance: Concepts, Strategies, and Best Practices. Wiley & Sons.

    **Case2DevanteMcLeanFinal.docx**

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    **Case3DevanteMcLean.docx**

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    PLEASE HELP

    – ## SLP4-90.docx

    **## SLP4-90.docx**

    **Module 4 – SLP**

    **Managing Complex IT Organizational Change and Capstone Paper**

    The continuing professional development of IT personnel is a key managerial responsibility. In this light, reflect on a subordinate and prepare a somewhat detailed and actionable professional development plan which would be intended for use in a forthcoming performance review session. In this plan, you should hypothetically assume the individual to be reviewed has indicated interest in a long-term organizational career and steady advancement. From your perspective, your plan would include both near- and long-term objectives and milestones to assist this individual in reaching his or her goals. This plan should include traditional professional development issues such as potential schools and assignments as well as some counsel on how to make use of organizational politics (e.g., getting a senior mentor) and maintain a visible, positive profile. Begin the paper with a brief academic review of the importance of subordinate professional development to personal and organizational performance (with appropriate citations), and then follow this with your detailed plan. The plan title might be: "Achieving Personal Success While Advancing Organizational Performance."

    **SLP Assignment Expectations**

    These SLP papers require that you integrate, discuss, contiguously cite, and later fully reference at least three academically sound sources. Use enough concurrent discussion so that the purpose of each citation is apparent to the reader. This paper is incomplete without at least three academically sound references. Relevant magazine articles such as CIO are OK. Also, you may use military/corporate references, but they do not count as one of the required three.

    You will be assessed on the appropriateness and completeness of the detail you provide regarding your topic, your use of citations and references as noted above, and your intellectual insight into topically important issues.

    You are expected to use correct grammar, spelling, and English vocabulary. Check your paper for missing or inappropriately used words. If in doubt, check the dictionary and not 'spell check.' Consider that this paper, and all others, will be reviewed by the CIO and/or your commanding officer. It is strongly suggested that you ask a trusted colleague to review and edit each of your papers.

    Upload your 4- to 5-page paper to the SLP 4 Dropbox once it is completed.

    Follow the number of pages required in the assignment excluding cover page and references. Each page should have about 300 words.

    [**Listen**](https://app.readspeaker.com/cgi-bin/rsent?customerid=8725&url=https%3A%2F%2Ftlc.trident.edu%2Fcontent%2Fenforced%2F224359-ITM590-2025JUN30FT-1%2F4%2520Module%2FModules%2FModule4%2FMod4Background.html&lang=en_us&readid=d2l_read_element_1)

    **Module 4 – Resources**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Required Reading**

    Remember, your major sources of information for this course consist of all that you have learned in your other courses, and you should be prepared to reference those courses and their background material during this class, as well as additional resources that you identify.

    **Use** [**_How to find resources in Skillsoft_**](https://tlc.trident.edu/content/enforced/210744-X_FUTURE_ITM580-MOD/Skillsoft_Tutorial_How%20find%20resources%20in%20Skillsoft.docx?isCourseFile=true&_&d2lSessionVal=QxpoQ7VjZemW7LQYGZBISYOHU&ou=210744&ou=224359) **to access material in Skillsoft.**

    **Required Reading**

    **_IT Governance Plan_**

    ITIL® 4 Foundation: Introduction. Available in the Trident Online Library in Skillsoft.

    Modern Data Management: Data Governance. Available in the Trident Online Library in Skillsoft.

    **ITIL**

    TestPrep ITIL 4 Foundation. Available in the Trident Online Library in Skillsoft.

    Go to Library Access in Additional Library Resources, select Skillsoft Books. In the search box enter TestPrep ITIL 4 Foundation, select the Courses tab, then select TestPrep ITIL 4 Foundation.

    **Securing the Enterprise**

    Securing Against Threats, Securing for Enterprise, and Jailbreaking Devices. Available in the Trident Online Library in Skillsoft.

    **Business Continuity and Disaster Recovery**

    CISSP 2021: Business Continuity Planning. Available in the Trident Online Library in Skillsoft.

    Backup & Recovery: Business Continuity & Disaster Recovery. Available in the Trident Online Library in Skillsoft.

    **Data Governance**

    Modern Data Management: Data Quality Management. Available in the Trident Online Library in Skillsoft.

    Data Access & Governance Policies: Data Classification, Encryption, and Monitoring. Available in the Trident Online Library in Skillsoft.

    **Cybersecurity**

    Mitigating Security Risks: Cyber Security Risks. Available in the Trident Online Library in Skillsoft.

    An Executive's Guide to Security: Understanding Security Threats. Available in the Trident Online Library in Skillsoft.

    Mitigating Security Risks: Maintaining a Secure Workplace. Available in the Trident Online Library in Skillsoft.

    **Optional Reading**

    Mitre. (n.d.).
    [_IT governance_](https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance). https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance

    Chapters 1-12, in:

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO. Available in the Trident Online Library (Skillsoft Books).

    Chapters 1-10, in:

    Smallwood, R. F. (2020). Information governance: Concepts, strategies and best practices. Wiley & Sons. Available in the Trident Online Library (Skillsoft Books).

    Please note that this link will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Getting Started with Network Administration_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=224359&type=lti&rcode=TUI-501592&srcou=118096) – LinkedIn Learning

    **## SLP4-90.docx**

    **Module 4 – SLP**

    **Managing Complex IT Organizational Change and Capstone Paper**

    The continuing professional development of IT personnel is a key managerial responsibility. In this light, reflect on a subordinate and prepare a somewhat detailed and actionable professional development plan which would be intended for use in a forthcoming performance review session. In this plan, you should hypothetically assume the individual to be reviewed has indicated interest in a long-term organizational career and steady advancement. From your perspective, your plan would include both near- and long-term objectives and milestones to assist this individual in reaching his or her goals. This plan should include traditional professional development issues such as potential schools and assignments as well as some counsel on how to make use of organizational politics (e.g., getting a senior mentor) and maintain a visible, positive profile. Begin the paper with a brief academic review of the importance of subordinate professional development to personal and organizational performance (with appropriate citations), and then follow this with your detailed plan. The plan title might be: "Achieving Personal Success While Advancing Organizational Performance."

    **SLP Assignment Expectations**

    These SLP papers require that you integrate, discuss, contiguously cite, and later fully reference at least three academically sound sources. Use enough concurrent discussion so that the purpose of each citation is apparent to the reader. This paper is incomplete without at least three academically sound references. Relevant magazine articles such as CIO are OK. Also, you may use military/corporate references, but they do not count as one of the required three.

    You will be assessed on the appropriateness and completeness of the detail you provide regarding your topic, your use of citations and references as noted above, and your intellectual insight into topically important issues.

    You are expected to use correct grammar, spelling, and English vocabulary. Check your paper for missing or inappropriately used words. If in doubt, check the dictionary and not 'spell check.' Consider that this paper, and all others, will be reviewed by the CIO and/or your commanding officer. It is strongly suggested that you ask a trusted colleague to review and edit each of your papers.

    Upload your 4- to 5-page paper to the SLP 4 Dropbox once it is completed.

    Follow the number of pages required in the assignment excluding cover page and references. Each page should have about 300 words.

    [**Listen**](https://app.readspeaker.com/cgi-bin/rsent?customerid=8725&url=https%3A%2F%2Ftlc.trident.edu%2Fcontent%2Fenforced%2F224359-ITM590-2025JUN30FT-1%2F4%2520Module%2FModules%2FModule4%2FMod4Background.html&lang=en_us&readid=d2l_read_element_1)

    **Module 4 – Resources**

    **Managing Complex IT Organizational Change and Capstone Paper**

    **Required Reading**

    Remember, your major sources of information for this course consist of all that you have learned in your other courses, and you should be prepared to reference those courses and their background material during this class, as well as additional resources that you identify.

    **Use** [**_How to find resources in Skillsoft_**](https://tlc.trident.edu/content/enforced/210744-X_FUTURE_ITM580-MOD/Skillsoft_Tutorial_How%20find%20resources%20in%20Skillsoft.docx?isCourseFile=true&_&d2lSessionVal=QxpoQ7VjZemW7LQYGZBISYOHU&ou=210744&ou=224359) **to access material in Skillsoft.**

    **Required Reading**

    **_IT Governance Plan_**

    ITIL® 4 Foundation: Introduction. Available in the Trident Online Library in Skillsoft.

    Modern Data Management: Data Governance. Available in the Trident Online Library in Skillsoft.

    **ITIL**

    TestPrep ITIL 4 Foundation. Available in the Trident Online Library in Skillsoft.

    Go to Library Access in Additional Library Resources, select Skillsoft Books. In the search box enter TestPrep ITIL 4 Foundation, select the Courses tab, then select TestPrep ITIL 4 Foundation.

    **Securing the Enterprise**

    Securing Against Threats, Securing for Enterprise, and Jailbreaking Devices. Available in the Trident Online Library in Skillsoft.

    **Business Continuity and Disaster Recovery**

    CISSP 2021: Business Continuity Planning. Available in the Trident Online Library in Skillsoft.

    Backup & Recovery: Business Continuity & Disaster Recovery. Available in the Trident Online Library in Skillsoft.

    **Data Governance**

    Modern Data Management: Data Quality Management. Available in the Trident Online Library in Skillsoft.

    Data Access & Governance Policies: Data Classification, Encryption, and Monitoring. Available in the Trident Online Library in Skillsoft.

    **Cybersecurity**

    Mitigating Security Risks: Cyber Security Risks. Available in the Trident Online Library in Skillsoft.

    An Executive's Guide to Security: Understanding Security Threats. Available in the Trident Online Library in Skillsoft.

    Mitigating Security Risks: Maintaining a Secure Workplace. Available in the Trident Online Library in Skillsoft.

    **Optional Reading**

    Mitre. (n.d.).
    [_IT governance_](https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance). https://www.mitre.org/publications/systems-engineering-guide/enterprise-engineering/enterprise-planning-and-management/it-governance

    Chapters 1-12, in:

    Axelos. (2020). ITIL 4: Digital and IT Strategy. TSO. Available in the Trident Online Library (Skillsoft Books).

    Chapters 1-10, in:

    Smallwood, R. F. (2020). Information governance: Concepts, strategies and best practices. Wiley & Sons. Available in the Trident Online Library (Skillsoft Books).

    Please note that this link will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

    [_Getting Started with Network Administration_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=224359&type=lti&rcode=TUI-501592&srcou=118096) – LinkedIn Learning

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