UVM BSAD 376 Management of Change in Organizations 2013
Merryn Rutledge, Ed. D , GPCC, ACC & Board Certified Coach
Principal
, ReVisions LLC, office 802 863 7084. mr@revisions.orgevenings 802 860 7183File: UVM BSAD 376 Rutledge syllabus 2013 rev 3 12 13.doc
1
Designing and facilitating complex systems change in organizations
BSAD 376 - Management of Change in OrganizationsProfessor: Merryn Rutledge, Ed. D, BCC, GPCC
Description
This course explores the complex interactions in a change process and teachesstudents how to diagnose, design and implement change that lasts. Usingorganizational development and organizational behavior frameworks, we explore how tochoose and adapt change strategies in light of organizational culture, structure andpower dynamics. We explore factors that contribute to successful and failed changeinitiatives.
Learning methods
This is an interactive course using discussion, small group work and personal reflectionon organizational changes students have experienced. The goal of discussion ofreadings and case studies is to learn frameworks and strategies that can be applied inpractice. During the two weeks of classes, students create the outlines of a final projectthat is due several weeks after the final class day.
Audience
MBA, MPA, MSA, Ed.D, Ph. D and other graduate level students who enroll through CE
ReadingCourse topics, by week
Week 1
Layers of complexity in organizational change
Issues to consider in change management
Change models, frameworks and theories to choose from when guiding change
Choosing a change model based upon seeing the “character” of an organization andits parts (Morgan’s metaphors and Bolman & Deal’s 4 frames)Planning and beginning to lead a change effort
Using case studies to diagnose need and practice choosing from alternative changemodels and strategies
Understanding your role as change agent
Focus on facilitating a change project team
Choosing levels in the system where you can intervene
UVM BSAD 376 Management of Change in Organizations 2013
Merryn Rutledge, Ed. D , GPCC, ACC & Board Certified Coach
Principal
, ReVisions LLC, office 802 863 7084. mr@revisions.orgevenings 802 860 7183File: UVM BSAD 376 Rutledge syllabus 2013 rev 3 12 13.doc
2
Week 2
Working with resistance, covert processes and power dynamics
Identifying power dynamics and covert processes that affect change in organizationalsystems
Learning to see and reframe resistance
Wicked and tame change processes
Practice—using case studiesImplementing and sustaining change
Understand how to “see” organizational culture and influence its change
Challenges in and keys to sustaining change
Synthesis of what we have learned
Books and articles—including reading due by course opening
Please buy the three books: Cameron & Green, 2012 (3
rd
edition); Marshak, 2006; Schein, 2009 (hard cover edition was 2009; soft cover June 2011).
Recommended: read all Cameron & Green week one readings, plus Marshak and Schein books BEFORE the opening of the course.
Articles, case studies and additional handouts will be posted on Blackboard. Stevenson article can be downloaded from the web.
(Ace & Parker, 2010; Bracken, 2005; Bryant, 2010; Cameron & Green, 2009; Schein,2009; Schwarz, 2005)(Stragalas, 2010) (Marshak, 2006) (Stevenson, 2004)
UVM BSAD 376 Management of Change in Organizations 2013
Merryn Rutledge, Ed. D , GPCC, ACC & Board Certified Coach
Principal
, ReVisions LLC, office 802 863 7084. mr@revisions.orgevenings 802 860 7183File: UVM BSAD 376 Rutledge syllabus 2013 rev 3 12 13.doc
3
Ace, W., & Parker, S. (2010). Overcoming change fatigue through focusedemployee engagement.
OD Practitioner, 42
(1), 21-25.Bracken, J. (2005). Eight Ps of Effective Facilitation Planning and Preparation. InS. Schuman (Ed.),
The IAF Handbook of Group Facilitation
(pp. 57-72). SanFrancisco: Jossey-Bass.Bryant, A. (2010, May 30, 2010). Corner Office: Stephen I Sadove
. New York Times
.Cameron, E., & Green, M. (2012).
Making sense of change management: a complete guide to the models, tools and techniques of organizational change
(3rd ed.). Philadelphia: Kogan Page.Marshak, R. J. (2006).
Covert Processes at Work, Managing the Five Hidden Processes of Organizational Change
. San Francisco: Berrett-KoehlerPublishers, Inc.Schein, E. (2009).
Helping, understanding effective dynamics in one-to-one,group, and organizational relationships
. San Francisco: Berrett-KoehlerPublishers, Inc.Schwarz, R. (2005). The Skilled Facilitator Approach. In S. Schuman (Ed.),
The IAF Handbook of Group Facilitation
(pp. 21-34). San Francisco: Jossey-Bass.Stevenson, H. (2004). Paradox: a Gestalt Theory of Change. Retrieved June 2,2010, from
http://www.clevelandconsultinggroup.com/pdfs/paradoxical_theory_of_change_iii.pdf
Stragalas, N. (2010). Improving Change implementation: practical adaptations ofKotter's Model.
OD Practitioner, 42
(1), 31-38.
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