Leading & Managing Change in Education and Life

Transcription

1 INDIANA UNIVERSITY SCHOOL OF EDUCATION DEPARTMENT OF INSTRUCTIONAL SYSTEMS TECHNOLOGY Course: R660: Change Management, Consulting & Working in Groups Fall, 2011, 3 Credit Hours Instructor: Dr. Ray Kennard Haynes Room 2224, School of Education Building Contact Information: Phone (812) rkhaynes@indiana.edu Course Location: Hybrid: face to face/online (This course contains a mix of residential and distance students as a consequence, most of the course content will be provided in an online formation). Course Meeting Day & Time: 3:00P (Official day when weekly lessons and assignments are posted and available to students) Office Hours: There are no office hours given that this is a hybrid course. Residential students on campus may schedule in-person appointments with me. All students are strongly encouraged to contact me by rkhaynes@indiana.edu (DO NOT USE THE ONCOURSE FUNCTION). My official Indiana University is the best and most direct way to contact me. I will respond to within a 24 hour timeframe. You may also call me but the most expeditious way to reach me is through . Course Description: This seminar exposes students to the social and psychological principles and practices of leading and managing individual, group, and organizational change. Course content, experiences and assignments focus on the theoretical, practical and consultative aspects of leading and managing change in education and other organizational settings. Course Approach: There is a saying that: a man or a woman with a plan is always better off than a man or woman without a plan. This statement holds true for individuals involved with leading or managing change. Students will be exposed to various models for leading and managing change. Based upon this exposure, students will then be required to research, design and, develop their personal model for leading and managing change in educational and other organizational settings. Additionally, at the beginning of the semester much of the learning associated with this course is facilitated by the instructor however, as the course progresses, you are also expected to contribute to the learning associated with the course. As you will note, a major deliverable in this course requires you to serve as a discussion lead on a particular change topic that is of interest to you. More information on this deliverable is provided in the section on graded course deliverables. 1

2 Required Reading, Text(s) & Other Materials Alderfer, C. P. (1976). Change processes in organizations. In M. D. Dunnette, (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand McNally College Publishing. Kotter, J. P. (1996) Leading Change. Cambridge, MA: Harvard Business School Press. Rothwell, W.J., Stavros, J.M., Sullivan, R, T., & Sullivan. (2010). Practicing organizational development: A guide for consultants. (3ed.). San Francisco: Wiley Strongly Suggested Additional Text Rogers, E.M., (2003), Diffusion of innovation (Fifth Edition). New York: Free Press. Additional readings and video materials to supplement weekly lesson will be assigned and or provided by the instructor. Students will be required rent and view the film: Who Killed the Electric Car from Netflix or Blockbuster (No endorsement of a particular business enterprise intended). Course Outline: Explore and understand and the internal and external forces driving individual, group and organizational change Identify and discuss the language used in change management Identify and discuss the various levels of change Discuss the various approaches to organizational change Discuss the role of systems thinking in change management and leadership Discuss the historical and philosophical foundations of managing and leading change Explore and discuss the competencies associated with managing and leading change. Examine and discuss the consultative approach towards leading and managing change The competencies associated with building a change management consulting practice Explore and gain familiarity with myriad change management models. Learn about the diffusion of innovations and its relationship to change Learn the theory and practical applications associated with various change models Develop a personal change management philosophy and model based on exposure to course content Discuss change Interventions aimed at the: Individual level Group\departmental level Organizational level 2

3 Course Objectives Students will 1. Learn the internal and external forces changing organizations 2. Learn the relationship between change/organizational development and human resource functions in organizational settings 3. Learn the competencies associated with being a change agent 4. Develop a consultative approach to leading and managing change 5. Learn various organizational development and change models 6. Learn about the diffusion of innovations and the link between innovation and change 7. Develop understanding of various organizational change strategies, a personal change philosophy and, change model 8. Learn about specific change interventions aimed at the individual, group and organization The following COURSE SCHEDULE is a guide to course content. Students are responsible and accountable for remaining on schedule and being prepared for each class. Course Schedule Week of Lesson & Assignment(s) 09/01/11 1. Introduction to Change: Rent and watch the documentary: Who Killed the Electric Car Respond to posted questions 09/08/11 2. Change in organizational settings: An integrative perspective & Read Alderfer: Change processes in organizations pp /15/11 3. Change/Organizational Development & their relationship to human resources (people in organizations) Read Rothwell et al., Chapters 1 & 3 Combined Meeting: Residential & Online students: Day and time TBD 09/22/11 4. Convergence between Human Resources and Organizational Development Read Rothwell et al., Chapter 4 Online Chat session 9/ PM EST 09/29/11 5 Change competencies: What you must know and be able to do Read Rothwell & Sullivan Chapters 5 & 6 10/06/11 6. Perspective on Change & Consulting for Change Read Rothwell et al., Chapter 7 Begin Reading the Kotter book 10/13/11 7. Consulting for Change Finish reading the Kotter book 10/20/11 8. Change & the diffusion of Innovations Read Rogers chapter 1 Executive summary due 10/21 Combined Meeting: Residential & Online students: Day and time 3

4 TBD 10/27/11 9. Change & the Diffusion of Innovations Read Rogers Chapter 5 11/03/ Change and the diffusion of innovations Read Rogers chapter 9 11/10/ Organizational Development & Change Model Read Rothwell et al., Chapters 2, 8 & 9. Online Chat Session 11/ PM 11/17/ Organizational Development & Change Model Read Rothwell & Sullivan Chapter 10, 11 & /24/ Culture & levels of change Read Rothhwell et al., /01/ Culture & levels of change Read Rothhwell et al., Chapter Personal Change Model due 12/01/11 Course General Requirements All written assignments should meet the format standards set in: American Psychological Association (2010). Publication manual of the American Psychological Association (6th ed.). Washington, D.C. This course requires that you submit course deliverables and materials electronically, please use submit your course materials and deliverables by . rkhaynes@indian.edu Graded Course Deliverables Class Participation: Class participation is highly recommended if you want to do well. Participation means actively engaging in class discussions, assignments, and activities. Because this is a hybrid class conducted online, students are required to read and engage with course related material and post their reflections in the appropriate areas in Oncourse for others to see and react to. Executive Summary:Students are required to wirte and executive summary of the book Leading Change. The executive summary should address what the book is about, significant learnings, what works and what dosen t based upon your understanding of change, people and organizations. The executive summary is delimited to no more than 8 double spaced pages. An excutive summary is a distillation of the important points of a book, plan or process. Only the esentials are needed. Due 10/21/11 Student Lead Discussion Related to Managing and Leading Change There are several key topics that need to be explored regarding change and the consultative process associated with managing and leading change. Each student will be responsible for leading one of these topics. The topics should generally fit % of Class Grade 15 % 15% 35% 4

5 into the domain of change management, but most importantly, should be about something that is of particular interest to you. Some examples of topics are: change and leadership, implementation issues and change, change and culture, factors driving change, change in a particular sector of business and industry (e.g. school reform), and readiness for change etc., etc. I will start out the semester by lecturing on several of these topics but each student is expected to lead 1 article based discussion. Student lead discussion will begin in the fifth week (9/29/1) of the semester. This means we essentially have 9 week of the semester where you will have the opportunity to lead an article-based discussion on change. Invariably, we have more than 9 students therefore we will have to have more than 1 student led discussion in a particular week. The articles related to your discussion should be distributed to everyone in the class the week prior to your discussion. Sign up for a particular week during the semester will be assigned on a first come basis. I will leave the execution of how you lead your discussion topic to you and your creative self. One simple way to lead discussion of your topic is to select an appropriate (scholarly or scholarly/practitioner mix) article addressing particular aspects of change and discuss it. As discussion leader, your goal, no matter what approach you use, is to find a way to engage your peers in an activity that provides them with a rich understanding of the discussion topic. Personal Change Model: Students are expected synthesize their learning(s) and use additional resources to develop, depict and explain their personal model for leading and managing change. Your personal change model must be depicted and presented in a paper not to exceed 10 double spaced pages. You may use the lessons learned from writing the Executive Summary to present your personal change model in manner that is brief, efficient and effective. The model depiction does not count in the page limit. Due 12/01/11 35% Bibliography Alban, B.T., & Bunker, B.B. (1996). Large group interventions: Engaging the whole system for rapid change. San Francisco: Jossey-Bass Ault, R., Childers, M., &Walton, R., (1998). What works: A decade of change at Champion International. San Francisco: Jossey-Bass Bearley, W.L., & Jones, J.E. (Eds.) (1995). Organizational Change Orientation Scale. King of Prussia: HRDQ. Beckhard, R. (1997). Agent of change: My life, my practice. San Francisco: Jossey-Bass Beckhard, R., & Pritchard, W. (1992). Changing the essence. San Francisco: Jossey-Bass Bolman, L.G., & Deal T. E. (1997). Reframing organizations 2 nd Ed. San Francisco: Jossey- Bass Bradford, L.P. (Ed.) (1978). Group development. San Francisco: Jossey-Bass Conger, J.A., Lawler, E.E., & Spreitzer, G.M. (1998). Leader s change handbook: An essential guide to setting direction and taking action. San Francisco: Jossey-Bass 5

6 Craig, R.L. (1997). The ASTD training & development handbook. San Francisco: Jossey-Bass Cummings, T.G., Lawler, E.E., Ledford, G.E., Mohrman A.M., & Mohrman, S.A. (1989). Large scale organizational change. San Francisco: Jossey-Bass Dotlich, D., & Noel, J. (1998). Action learning. San Francisco: Jossey-Bass Frame, R.M., Hess, R.K., & Nielsen (1986). The OD source book: A practitioner s guide. San Francisco: Jossey-Bass Friedman, L., & Gry, H. (1997). The dynamic enterprise. San Francisco: Jossey-Bass Funakawa, A. (1997). Transcultural management. San Francisco: Jossey-Bass Galbraith, J.R., & Lawler, E.E. (1993). Organizing for the future: The new logic for managing complex organizations. San Francisco: Jossey-Bass Galbraith, J.R., et al (1997). Create a more flexible, responsive and competitive business. San Francisco: Jossey-Bass Galpin, T.J. (1996). Master the art of global thinking. San Francisco: Jossey-Bass Gerstein, M.S., et al (1992). Organizational architecture: Designs for changing organizations. San Francisco: Jossey-Bass Giovagnoli, M. (1998). Angels in the workplace: Stories and inspirations for creating a new world of work. San Francisco: Jossey-Bass Holton, E.F., & Phillips, J.J. (Eds.) (1996). In action: Leading organizational change. Alexandria: ASTD. Hoy, J.C., Ven Eynde, D.C., & Van Eynde, D.F. (Eds.) (1997). Organizational development classics: The practice and theory of change the best of the OD practitioner. San Francisco: Jossey-Bass Ingram, R., & Musselwhite, C. (1997). The change style indicator. San Francisco: Jossey-Bass Jaffe, D.T., & Scott, S.D. (1995). Mastering the change curve. King of Prussia: HRDQ Karp, H.B. (1995). The change leader: Using a Gestalt approach with work groups. San Francisco: Jossey-Bass Kirkpatrick, D.L. (1995). Evaluating training programs. San Francisco: Jossey-Bass Kraut, A.I. (Ed.). (1996). Organizational surveys. San Francisco: Jossey-Bass McCoy C.P. (1993). Managing a small HRD department. San Francisco: Jossey-Bass Miles, R.H. (1997). Leading corporate transformation: A blueprint for business renewal. San Francisco: Jossey-Bass Mische, M.A. (1996). Step-by-step reengineering. San Francisco: Jossey-Bass O Brien, M.J. (1994). Learning organization practices profile. San Francisco: Jossey-Bass O Toole, J. (1995). Leading change: Overcoming the ideology of Comfort and Tyranny of custom. SanFrancisco: Jossey-Bass Piskurich G.M. (1993). Self-directed learning. San Francisco: Jossey-Bass Quinn, R.E. (1996). Deep change. San Francisco: Jossey-Bass Russo, E. (1997). The change leadership journey. King of Prussia: HRDQ Schein, E.H. (1995). Organizational culture and leadership. San Francisco: Jossey-Bass 6