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In this course, we will explore different perspectives of how to
work strategically with managing the complexity of organizational
change and its many possible models and aspects. Furthermore, we
will dive into the countless challenges and paradoxes that change
agents and organizations face when trying to change strategies,
organizations and behavior alike.
The methodological approach of the course is based on theory
discussions, group work and cases of change. Starting out
understanding the original planned and experimental approach to
change, followed by its main successor the generic instrumental
approach, we will learn how they each can benefit to organizational
change. We will supplement this by exploring what cannot be
captured in these main views by bringing in multiple perspectives
from e.g. resource theory, organizational development,
sense-making, power and complexity theory to give a more nuanced
picture of change management, its important challenges – and
possible workarounds. Furthermore, we will raise the change
management approach from a pure planning and project oriented
approach to a strategic discipline.
The course contains a high degree of theoretical reflections as
well as relevance for practice through the use of cases, real life
stories, process simulations and discussions. The course is
intensive and requires real commitment and willingness from the
students to enter into exploring and discussing different angels to
organizational problems and cases in the light of the literature -
and to accept that 2 changes often do not look or act alike.
The course’s development of personal competences:
The course focuses on strategic competencies in analyzing change
initiatives, its paradoxes and different perspectives. This to
develop a reflective change practitioner. However, it
also provides inter-personal competencies through its collaborative
form and focus as well as individual development.
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Both mandatory and suggested readings are listed
below
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Main Book for overview: "Managing Organizational Change - A
Multiple Perspective Approach" 2017, Palmer, Dunford &
Buchanan, 3.edition or the 2021, 4.edition.
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Batilana et.al. (2013) “The Network Secrets of Great Change
Agents” July–August 2013 Harvard Business review. (suggested
reading)
- Burnes, Bernard. (2004a) “Kurt Lewin and the planned approach
to change: a re-appraisal.” Journal of Management Studies. Vol. 41,
No. 6: 972-1002. (30 pages)
- Chia, Robert. (1999) “A ‘Rhizomic’ Model of Organizational
Change and Transformation: Perspective from a Metaphysics of
Change.” British Journal of Management. Vol. 10: 209- 227. (20
pages)
- Conger, Jay A. (2000) “Effective Change Begins at the Top.” In
Beer & Nohria, Breaking the Code of Change. Harvard Business
School Press. (20 pages)
- Ford et al (2008) "Resistance - the rest of the
story" Academy of Management Review. Vol. 33, No. 2 (Apr.,
2008) pp. 362-377.
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Ford & Ford (2009) ”Decoding Resistance to Change” April
2009 | Harvard Business Review - (Suggested reading)
- Gino, F & Staats, B (2015) "Why Organizations
Don't Learn" Harvard Business Review November 2015
(Suggested reading)
- Hart, Stuart L. 1992. "An Integrative Framework for
Strategy-Making Processes." Academy of Management Review 17:
327-351 (24 pages)
- Huy, Quy Nguyen. 2011. "How Middle Managers'
Group-Focus Emotions and Social Identities Influence Strategy
Implementation." Strategic Management Journal 32 (13):
1387-1410 (23 pages).
- Huy, Quy Nguyen & Henry Mintzberg (2003). “The Rhythm of
Change.” MIT Sloan Management Review. Vol. 44, no. 4: 79-84. (5
pages)
- Huy, Quy Nguyen. (2001) “Time, Temporal Capability, and Planned
Change.” Academy of Management Review. Vol. 26, No. 4: 601-623. (20
pages) (Suggested reading)
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Kotter, John (2012) "The Big idea Accelerate!"
November 2012 Harvard Business Review
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Kotter , John (1995 / 2007) "Leading Change - Why
Transformations Efforts Fail" March-April 1995 HBR
- Nahapiet, Janine and Sumantra Ghoshal. (1998) “Social Capital,
Intellectual Capital, and the Organizational Advantage.” Academy of
Management Review. Vol. 23, No. 2: 242-266. (25 pages)
- Ouchi, T., & Wilkins, A. (1985) “Organizational Culture.”
Annual Review of Sociology. Vol. 11: 457-483. (10 pages)
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Palmer, I. & Dunford, R. (2008) ”Organizational Change and
the Importance of Embedded Assumptions” British Journal of
Management, Vol. 19, S20–S32
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Schein, E. (2003) “Five traps for consulting psychologists. Or,
how I learned to take culture seriously”. Consulting Psychology
Journal: Practice and Research, 55(2): 75-83. (suggested
reading)
- Shaw, Patricia. (1997) “Intervening in the Shadow Systems of
Organizations – Consulting from a Complexity Perspective.” Journal
of Organizational Change Management. Vol. 10, No. 2: 235-250. (15
pages)
- Stacey, Ralph. (2003a) “Organizations as Complex Responsive
Processes of Relating.” Journal of Innovative Management. Vol. 8,
No. 2, Winter 2002/2003. (20 pages)
- Stacey, R.D (2007): Strategic Management and Organizational
Dynamics: The Challenge of Complexity (to Ways of Thinking About
Organisations). Chapter 10: Responsive processes thinking,
Financial Times/ Prentice Hall, s. 242-267.(suggested reading)
- Steven H. Appelbaum, Sally Habashy, Jean-Luc Malo, Hisham
Shafiq, (2012),"Back to the future: revisiting Kotter's
1996 change model", Journal of Management Development, Vol. 31
Iss: 8 pp. 764 – 782 (suggested reading)
- Weick, Karl E. (2000) ”Emergent change as a Universal in
Organizations.” In Beer & Nohria, Breaking the Code of Change.
Harvard Business School Press. (20 pages)
- Weick, K.E. Quinn, R.E. (1999). Organizational change and
development. Annual Review of Psychology, Vol 50, Issue 1, pp.
361-386. (suggested reading)
- Woodman, R.W, (2014) "The Science of Organizational Change
and the Art of Changing Organizations" The Journal of Applied
Behavioral Science 2014, Vol. 50(4) 463–
477
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