Syllabus for Making Change Happen / Change management Level: Advanced (second cycle); 15.0 Higher education credits.

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1 CHANGE MANAGEMENT 1. Course Details Syllabus for Making Change Happen / Change management Level: Advanced (second cycle); 15.0 Higher education credits. Syllabus approved by. 2. General Information The major is System Dynamics. The course constitutes a alternative course in the second half of the 2nd term at EMSD, given by LUCSUS, Lund University as part of the International Master s Programme in System Dynamics (level: Higher education. The course is an alternative course for all EMSD students. The course is conducted entirely in English. 3. Learning outcomes On completion of the course the student shall Knowledge and Understanding have a deeper understanding of the complex factors that hinder and promote change in society and institutions, and in the behaviour of individuals have knowledge and understanding of ways and means to facilitate implementation of more long-term sustainable solutions to environmental and sustainability problems. Skills and Abilities

2 be able to critically, independently and creatively identify and assess opportunities and obstacles to increasing sustainability and promoting change be able to communicate sustainability problems and solutions, in dialogue with different groups, thereby actively promoting sustainability in a professional manner. Judgement and Approach be able to plan and carry out tasks to promote sustainability through appropriate fora and techniques, and to evaluate this work. 4. Course Content The nature of innovation and change. Norms, norm creation and the process of change. Drivers and agents of change in society and institutions. Corporate culture and change. Entrepreneurship. Consumer behaviour and change. Ethical perspectives in professional life: integrity and accountability. Communicating sustainability. Promoting sustainability: making change happen through different ways and means and in different settings: theory and practice. In the latter part of the course will the student make a project, where SD tools as change management method is tried out. 5. Teaching and Assessment The course is comprised of lectures, seminars, workshops, assignments, and project work with students exhibition and presentations. An overall attendance rate of 80 % in scheduled sessions is required, and attendance is mandatory in seminars, workshops, students exhibitions and presentations, and active participation is required in those sessions. Assessment is carried out by means of evaluation of the individual contributions in the project work as manifested in the students exhibition and presentations. For a passing grade the student must (a) have pass marks on the project work and the contributions in the exhibition and presentations; (b) have participated in the mandatory sessions; (c) have an adequate overall attendance rate. 6. Grades The grades are according to the ECT scale, A-F*. Students not successfully fulfilling all the course requirements within the regular time frame have the option of reaching agreement with the course director or director of studies on how to complete the course requirements in a timely manner. 7. Course Admission Requirements

3 8. Literature For reading lists and other relevant educational materials see the appendix Further Information

4 Appendix 1 Reading List Making Change Happen / Change Management Development Dialogue No. 47, June What next, volume 1, setting the context. Dag Hammarskjöld Foundation, Uppsala, Sweden. Edmonds, G. S. (1999) Making Change Happen: Planning for Success The Technology Source Archives at the University of North Carolina Frontiers of a Great Transition. GTI Paper Series, Tellus Institute, Boston, MA. (as per ) The Global Moment and its Possibilities 1. Great Transition: The Promise and Lure of the Times Ahead (Raskin, Banuri, Gallopín, Gutman, Hammond, Kates, Swart) 2. The Great Transition Today: A Report from the Future (Raskin) Institutional Transitions 3. Global Politics and Institutions (Rajan) 4. Visions of Regional Economies in a Great Transition World (Rosen and Schweickart) 5. Transforming the Corporation (White) Redesigning the corporation for social purpose 6. Trading into the Future: Rounding the Corner to Sustainable Development (Halle) 7. Security in the Great Transition (Knight) 8. How Technology Could Contribute to a Sustainable World (Vergragt) Human and Environmental Dimensions 9. Great Transition Values: Present Attitudes, Future Changes (Kates, Leiserowitz, Parris) 10. The Role of Well-being in a Great Transition (Stutz) 11. Feminist Praxis: Women s Transnational and Place Based Struggles for Change (Harcourt) 12. Sustainable Communities and the Great Transition (Goldstein) 13. Climate Change: Redemption through Crisis (Kartha) 14. Resilience and Pluralism: Ecosystems and Society in a Great Transition (Lucas, Bennett) 15. Dawn of the Cosmopolitan: The Hope of a Global Citizens Movement (Kriegman) 16. World Lines: Pathways, Pivots and the Global Future (Raskin) What next, trendlines and alternatives. Pre-publication version of the What Next Report Dag Hammarskjöld Foundation, Uppsala, Sweden. Alvesson, M. (2002) Understanding Organizational Culture, London, Sage (especially the chapter on change)

5 Ericson, T. (2001): Sensemaking in Organisations Towards a Conceptual Framework for Understanding Strategic Change. Scandinavian Journal of Management. 17/1: George, J. M. & Jones, G. R. (2001): Towards a Process Model of Individual Change in Organizations. Human Relations, 54/4: Gioia, D. A., Thomas, J. B., Clark, S. M & Chittipeddi, K. (1994): Symbolism and Strategic Change in Academia: The Dynamics of Sensemaking and Influence. Organization Science, 5/3: Heracleous, L. & Barrett, M. (2001): Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation. Academy of Management Journal, 44/4: Kemp, R., Schot, J., Hoogma, R. Regime Shifts to Sustainability through Processes of Niche Formation: The Approach of Strategic Niche Management. In Technology Analysis & Management, Vol 10, No. 2, 1998 pp Molinsky, A. L. (1999): Sanding Down the Edges. Paradoxical Impediments to Organizational Change. The Journal of Applied Behavioral Science. 35/1:8-24. Seddon, J Systems Thinking in the Public Sector: The Failure of the Reform Regime... and a Manifesto for a Better Way. Vann, J. L. (2004): Resistance to Change and the Language of Public Organizations: A Look at Clashing Grammars in Large-Scale Information Technology Projects. Public Organization Review, 4/1:47-73 Warren, K Strategic Management Dynamics. Westenholz, A. (1993): Paradoxical Thinking and Change in the Frames of Reference. Organization Studies, 14/1: Comments The Reading includes recommended and optional books. It could be updated until 6 weeks prior to the beginning of the course. In addition, readings in connection to the sessions could be added during the course.