Managing organizational innovation and change

• Introduction: change and basics of visual communication
• Change management gone wrong: Domination and harassment - France Telecom case
• Planned change, resistance, power and influence - Harvard simulation
• Conflict, negotiation and co-operation
• Networks and innovation
• Radical management change and Culture
• Participative governance
• Designing organizations, changing things: People, artefacts, and formal processes

• Understand essential notions of change management
• Develop a critical and constructive perspective on received wisdom about managing organizational innovation & change
• Connect strategic change and OBL
• Innovate in our ways of communicating:
• • Visual, diagrammatic, systemic
  • Physical interaction (remote?)
  • Interaction, experimentation and engagement

Both teacher and students will be put in an active role:

• Engage and empower fellow students through interactive teaching activities
• Focus on things we do together that you can’t do (better) alone:
  • A safe container for experimenting and learning – Work your soft skills
  • Discuss and debate, Speak and listen, Express and sense
  • Getting reactions and feedback, including informal / non-verbal

Reading and discussion of research articles and professional literature on the topic; interaction and negotiation process integrated in the course to experience listening and accommodation skills; presentation of cases and simulations by student teams; presentation and debates with invited executives.

References, bibliography, and recommended reading

Examples of material that will be used in the course:

Brunsson, N. (2009). Reform as routine : Organizational change and stability in the modern world. Oxford; New York: Oxford University Press.

Came, T. & Campbell, C. (2010). The dynamics of top-down organizational change: Donald rumsfeld's campaign to transform the US defense department. Governance, 23(3), 411-435.

Ford, J. D. & Ford, L. W. (2010). Stop blaming resistance to change and start using it. Organizational Dynamics, 39(1), 24 - 36.

Huerta Melchor, O. (2008). Managing change in OECD governments: An introductory framework. [La gestion du changement dans l'’administration des pays de l’'OCDE: Un premier aperçu général] OECD Working Papers on Public Governance, (12).

Quinn, J. B. (1980). An incremental approach to strategic change. McKinsey Quarterly, (1), 34-52.

Rusaw, A. C. (2007). Changing public organizations: Four approaches. International Journal of Public Administration, 30(3), 347-361.

Tourish, D., Craig, R., & Amernic, J. (2010). Transformational leadership education and agency perspectives in business school pedagogy: A marriage of inconvenience? British Journal of Management, 21(s1), s40-s59.

Course notes

• Université virtuelle

Contacts

jan.mattijs@ulb.ac.be

Campus

Solbosch

Method(s) of evaluation

• Personal work
• Oral presentation
• Group work

Personal work

Oral presentation

Group work

Continuous assessment based on written deliverables and oral presentations.

Mark calculation method (including weighting of intermediary marks)

– Group assignment (case or paper: 30%)

– Rich picture of practitioners’ testimonies (30%)

– Individual essay due 1 week after end of course (40%)

Language(s) of evaluation

• english