• Articulate their leadership purpose and values;
• Describe the practices and principles of organizational culture transformation and articulate systemic change processes;
• Have a broad comprehension of concepts, theories, models and frameworks necessary to analyze the relationship between culture and climate;
• Explain organizational design principles;
• Discuss the importance of creativity and the role of design thinking in an organizational context;
• Recognize and describe cultural platforms, interpret nuanced metaphors and set cognitive frameworks in a cross-cultural context; and
• Recognize the need for innovation, assess the value of proposed ideas and solutions for implementation in an organizational setting.

Students are introduced to the practice of values-driven leadership in organizational cultures for public and private sector organizations. The course will explore the psychological life of organizations and how organizational culture and climate drive sensemaking (filtering, processing and attachment of meaning). Tools such as values-based learning/leadership, the role of conscious capitalism and strategic planning frameworks using both domestic and international contexts will be explored. Both personal and collective values within an organization will be examined. Discussions will center on the organizational culture and organizational climate and the current status of their relationship in organizational change management.  How do we embrace productive tensions in cross-cultural communication and how may organizational design serve as conduit for social innovation? Most importantly, how can such a deeper understanding of corporate culture drive strategy for a sustainable future? 

The Preliminary Assignment will involve a Personal Values Assessment (free) that will introduce you to a values-based methodology. Bring your results to our first class and be prepared to discuss.

Preliminary assignment: Personal Values Assessment

Class 1: Preliminary Assignment Review. Why values? Setting the stage for leading innovation. The DNA of Innovation.
Class 2: The role of Conscious Capitalism as philosophy and as praxis. Design Thinking. The role of Human-Centered Design.
Class 3: Conscious Leadership. Models of Leadership.
Class 4: Conscious Culture. Culture or climate? Or both? The relationship. Models of Culture.
Class 5: Cultural audits, assessment the work environment.
Class 6: Organizational metaphors and the role of storytelling.
Feedback activity
Class 7: Stakeholder analysis. Exploring the SPICE model.
Class 8: Social Innovation/Positive Deviance.
Class 9: Change Management and Organizational MeaningStudents 
Class 10: Group Presentations.
Class 11: Review.

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams

We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams end February 2019 at the latest.

Mandatory readings:

Mackey, John and Sisodia, Raj.  (2014). Conscious Capitalism. Boston: Harvard Business Press. (also in Kindle Edition)

Christensen, C., Hall, T., Dollion, K. and Duncan, D. Competing Against Luck.  (2016). New York: HarperCollins. (also in Kindle Edition)

Additional relevant readings:

Other course readings will be gathered from peer-reviewed journals and uploaded for the students on CBS Learn.  Examples (more may be provided before class begins and throughout the course):

Amabile, T., Conti, R., Coon, H., Lazenby, J., Herron, M. (1996). Assessing the Work Environment for Creativity. Academy of Management Journal.  Vol. 39(5); 1154-1184. (30 pages)
Alvesson, M. (1990). On the Popularity of Organizational Culture. Acta Sociologica. Vol. 33(1): 31-49 (18 pages). 
Barker, R. and Gower, K. (2010). Strategic Application of Storytelling in Organizations. Journal of Business Communication. Vol. 47(3): pp. 295-312. (17 pages). 
Beckman, S. and Barry, M. (2009). Design and Innovation through Storytelling. International Journal of Innovation Science. Vol. 1(4). pp. 151-160. (9 pages). 
Bokeno, R. (2003). The work of Chris Argyris as critical organization practice. Journal of Organizational Change Management. Vol. 16(6): 633-649 (16 pages). 
Davenport, G. and Mazalek, A. (2003). Dynamics of Creativity and Technological Innovation. Digital Creativity. Vol. 15(1). pp 21-31. (10 pages). 
Feldman, Steven. (1990). Stories as Cultural Creativity: On the Relation between Symbolism and Politics in Organizational Change. Human Relations. Vol. 43:9): pp. 809-828. (19 pages). 
Gauntlett, D. and Thomsen, B. (2013). Cultures of Creativity: Nurturing creative mindsets across cultures. The LEGO Foundation. (48 pages) 
Grant, G. (2014). Re-Visioning the Heroes Journey: a Story of Something Old-Something New. Integral Leadership Review. August-November. Tucson: Integral Publishers.
Lambrechts, F. et al. (2011). Learning to Help Through Humble Inquiry and Implications for Management Research, Practice, and Education: An Interview with Edgar H. Schein.Academy of Management Learning & Education. Vol. 10(1). pp 131-147 (16 pages) 
Lee, S.K. and Yu, K. (2004). Corporate Culture and Organizational Performance. Journal of Managerial Psychology. Vol. 19(4): 340-359 (19 pages).
Nonaka, I. and Konno, N. (1998). The Concept of ͞Ba͟: Building a Foundation for Knowledge Creation. California Management Review. Vol. 40(3): pp. 40-54 (14 pages.
Nonaka, I. and Toyama, R. (2007). Strategic Management as distributed practical wisdom (phronesis). Industrial and Corporate Change. Vol. 16(3): pp. 371-394 (23 pages).
Roth, G. (2004). Lessons from the Desert: Integrating managerial expertise and learning for organizational transformation. The Learning Organization. Vol. 11(3): pp. 194-208 (14 pages) 
Taylor, J. and Carroll, J. (2010). Corporate Culture Narratives as the Performance of Organizational Meaning. Qualitative Research Journal. Vol. 10(1): 28-39 (11 pages).
Verganti, R. (2008). Design, Meaning, and Radical Innovation: A metamodel and a research agenda. Journal of Product Innovation Management. Vol 25: pp. 436-456 (20 pages).