Leading Change and Nurturing Organizational Transformation at MBA
Leading change and nurturing organizational transformation is a key ingredient to innovation and value generation, let alone organizational agility and prosperity.
At the backdrop of pervasive digital disruption and the changing nature of work, gaining solid insights into the mechanics of organizational transformation and obtaining the right tools for managing change have become critical for one’s ability to mitigating risks and leveraging on emerging opportunities to benefit the enterprise.
Building on insights from research and practice, the course offers theories, models, and frameworks for understanding and managing change in the context of organizations and workplace settings. The course touches upon the triggers and dynamics of change, the leadership and facilitation of organizational change and development, and the reactions and responses of people to change. Specifically, the course highlights topics such as organizational transformation, resistance to change, coping with and making sense of change, serious games to facilitate change, nurturing change agents, the new nature and future of work, change platforms, and cultivating generative agile organizations.
The course emphasizes the possibilities in developing organizational settings in which people are able to flourish and where beneficial business activities can emerge. Participants are invited to go beyond the perhaps dominant notion of top-down managed change and explore the potential of bottom-up transformation that aims to enhance organizational agility and prosperity from any organizational position, regardless of rank or capacity.
At the end of the course, the participant should be able to:
- Identify and describe the prevalent change management and organizational transformation issues in today’s organizations.
- Discuss and reflect upon the use of different theoretical perspectives for understanding and leading change in organizations.
- Apply the theoretical perspectives presented in the course to the analysis of a change management case.
- Make recommendations about the planning and management of organizational change initiatives.
The course is based on thematic lectures, guided discussions, mini-workshops, guest lectures, and student presentations. The class meetings are interactive and provide participants with a space for ongoing engagement and knowledge exchange that contextualizes the theory in practice and the lived experience of the participants. Among other tools and frameworks, the course will feature a change simulation game and the Appreciative Inquiry Summit methodology that can further the ability of the participants to master and lead organizational change and business transformation. We are looking forward to the successful fifth round of the course.
In preparation for the seminar, please describe to the best of your ability a case of an organizational change in which you were involved. Consider the following guiding questions:
- How would you characterize the change initiative (e.g., triggers, scope, duration, people involved)?
- How was the change initiative managed?
- What were the challenges encountered and how were they addressed?
- What were the lessons learned?
Please upload the case description (max 2 pages) in the discussion area at Canvas no later than ten days prior to the first class (4 May 2020).
|MODULE TYPE||Elective module|
|COORDINATOR||Professor Michel Avital, Department of Digitalization, Copenhagen Business School
Professor Tina Blegind Jensen, Department of Digitalization, Copenhagen Business School
|SCHEDULE||May 14, 15, 16 2020
All days 9 am to 6 pm
|LOCATION||Copenhagen Business School|
|EXAM||Individual take-home written assignment. Max 10 pages.
Hand-in of exam assignment: June 25, 2020 at 12 noon
|PRICE||10.000 DKK + expenses for materials|