Leading Change
Leading organizational change for managers in the United States, including the duty to bargain over changes under the National Labor Relations Act, collective agreements, joint labor-management committees and OSHA process safety management of change: the types of organizational change and a critical look at the claim that most changes fail, how the value of a change depends on the speed and level of adoption, theories of change from Lewin, Kotter, ADKAR, Bridges, Beer and Nohria, punctuated equilibrium and complexity, diagnosis with the six-box, congruence and Burke–Litwin models and reliable survey data, readiness for change and resistance as information, force field analysis, sponsorship, guiding coalitions, commitment charting and informal networks of influence, change visions, narratives and communication plans that work through trusted supervisors, the design of change across the 7-S elements with aligned rewards, sequencing and change load heat maps, culture change through the cultural web and leaders’ embedding mechanisms, continuous improvement, agile methods and transformation offices with leading indicators of adoption, and sustaining change with habit research, Bass diffusion forecasts and control charts, with cases from a hospital, a unionized auto parts plant, a software company, a grocery chain and an energy company, ending in a capstone change plan for Cedarline Outdoor’s transformation, with runnable Python examples.
MBA-613 3 credits 12 lessons · 4 h 40 min ▶ Video lessons coming soon
Offered by HSM University · MBA Core
This is the American version of this course. See the Canadian version.
What you'll learn
- Explain the main types of organizational change, assess claims about change failure critically and show how the value of a change depends on adoption.
- Compare theories of change from Lewin, Kotter, Bridges, Beer and Nohria and complexity thinking, and choose approaches that fit the change at hand.
- Diagnose organizations with the six-box, congruence and Burke–Litwin models, triangulate data sources and check the reliability of survey scales.
- Assess readiness for change, interpret resistance as information and match strategies to its sources, using force field analysis.
- Build sponsorship and a guiding coalition, chart stakeholders’ commitment and use informal networks to find influential change agents.
- Create a change vision and narrative, and plan communication that answers people’s concerns through trusted channels and stays consistent with leaders’ actions.
- Design changes across the 7-S elements, align measures and rewards, shape the path of new behavior and sequence changes within groups’ capacity.
- Analyze organizational culture with Schein’s levels, the cultural web and the competing values framework, and lead culture change through embedding mechanisms.
- Lead change in unionized and regulated settings, applying collective agreements, the duty to bargain under the National Labor Relations Act, joint labor-management approaches and management of change reviews.
- Combine continuous improvement, agile methods, ambidextrous structures and a transformation office, tracking benefits with leading indicators of adoption.
- Sustain change by supporting habit formation, forecasting adoption, monitoring with control charts, embedding changes in systems and deciding when to renew or stop.
- Develop an integrated change plan for a multi-part transformation, including readiness, coalition, narrative, sequencing, governance, measures and sustainment.
Course content
12 lessons · 4 h 40 min total · final exam
- 1 Why change matters and why it so often fails 24 min · quiz
- 2 Theories of organizational change: from Lewin to complexity 24 min · quiz
- 3 Diagnosing organizations: models and data 23 min · quiz
- 4 Readiness, resistance and the psychology of change 24 min · quiz
- 5 Building a guiding coalition and sponsorship 24 min · quiz
- 6 Vision, narrative and communicating change 22 min · quiz
- 7 Designing the change: structure, process and systems 23 min · quiz
- 8 Culture change 23 min · quiz
- 9 Change in unionized and regulated settings 23 min · quiz
- 10 Digital and continuous change: agile and transformation offices 22 min · quiz
- 11 Sustaining change: measurement, reinforcement and renewal 23 min · quiz
- 12 Capstone: leading Cedarline’s transformation 25 min · quiz
- E Final exam 20 questions
Requirements
Recommended background. You can start any course at any time.
Description
Leading organizational change for managers in the United States, including the duty to bargain over changes under the National Labor Relations Act, collective agreements, joint labor-management committees and OSHA process safety management of change: the types of organizational change and a critical look at the claim that most changes fail, how the value of a change depends on the speed and level of adoption, theories of change from Lewin, Kotter, ADKAR, Bridges, Beer and Nohria, punctuated equilibrium and complexity, diagnosis with the six-box, congruence and Burke–Litwin models and reliable survey data, readiness for change and resistance as information, force field analysis, sponsorship, guiding coalitions, commitment charting and informal networks of influence, change visions, narratives and communication plans that work through trusted supervisors, the design of change across the 7-S elements with aligned rewards, sequencing and change load heat maps, culture change through the cultural web and leaders’ embedding mechanisms, continuous improvement, agile methods and transformation offices with leading indicators of adoption, and sustaining change with habit research, Bass diffusion forecasts and control charts, with cases from a hospital, a unionized auto parts plant, a software company, a grocery chain and an energy company, ending in a capstone change plan for Cedarline Outdoor’s transformation, with runnable Python examples.