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MGMT E-‐4030: Leading Through Change

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MGMT E-4030: Leading Through Change X Spring 2016 Tuesdays, 5:30 to 7:30 p.m. Location: See Extension School Site for updated information Instructors: Harold V. Langlois, Ph.D. Email: [email protected] Kathrine (Kate) Livingston, M.A., Ed.M. Email: [email protected] Course Focus: The challenge of leading change has its origin in the Industrial Age where the iterative models of planning were seen as the mechanisms to cope with inertia. Planning assumed we had enough knowledge to make informed decisions based on the probabilities of risk and return. Insights from the neurosciences have altered our understanding of how we frame change, why we embrace the past and how difficult it is to construct a new reality in the Information Age. This course explores the underlying challenges of rejecting historical antecedents, developing new approaches to decision making and exploiting emergent opportunities. Students will reflect on their readiness to undertake such activity and the competencies necessary to lead through change. Texts and Readings: Beer, M. and N. Nohria. 2000. Breaking the Code of Change. Harvard Business School Press. Cambridge, MA. Reading assignments and selected case studies and readings are listed for each week. Unless otherwise noted, articles are available in the Grossman Library, or may be accessed through Harvard Library’s online e-journals database. http://sfx.hul.harvard.edu/sfx_local/az/?lang=eng. You will need your Harvard ID number to access the system. Course Requirements: Pre-assignment due by Monday, January 25. Submit a short response (1-2 paragraphs) to the prompt: Describe a change challenge that you are currently facing in your job, career or life. What makes it a challenge, from your perspective? Please submit to the drop box at the bottom of the course i-Site home page. Reading assignments should be completed prior to classroom discussion. Consistent attendance to keep pace with the material is necessary in order to perform well in the course. Students will be evaluated via case study analysis, a mid-term exam and a final exam. Class sessions will combine lecture and discussion, and students will be encouraged to ask questions and contribute to discussions in class or online chat feature. MGMT E-4030: Leading Through Change – Spring 2016 v.11.8.15 Page 2 This course is part of the Extension School’s Distance Education Program. The lectures and discussions, which are held on the Harvard campus each week, will be recorded and made available to all registered students via the Internet. Please see the distance education website for details on the program: http://www.extension.harvard.edu/distanceed/ Although some students will thus be taking the course exclusively or partially online, via streaming video posted on the web a few days after a class occurs “live” in the classroom, any registered student is able to view the online sessions. Sessions are accessible online with password. Course Website: The course website is a valuable asset for all students (both onsite and distance learners), and will constitute a repository for a number of resources: downloadable versions of the syllabus, information about the instructors and the course, class PowerPoint slides, assignments, discussion bulletin boards for communicating with other students, etc. Only registered students are able to have access to the website (beyond the home page). Contacting the Instructors: On-campus students may contact the instructors to set up times to meet about questions, assignments or other issues. Email is the best way to reach us and we will make every attempt to reply to you within 24 hours. Harold Langlois: [email protected] Kate Livingston: [email protected] Reading Assignments: The syllabus lists required readings and case study assignments for each class session. The readings should be completed before class. It is highly recommended that students stay up to date with the readings in order to well versed in the material for the midterm and final exams. All assigned articles are available in the Grossman Library, and books can be purchased at the Harvard Coop or any of the online booksellers. Articles are available through the Harvard Library online e-journal database: http://sfx.hul.harvard.edu/sfx_local/az/?lang=eng. You must enter your Harvard ID number to access the site. Exams and evaluation: There are three sources of students’ final grades. Case study analyses: (30% of total grade; 2 @ 15% each), the mid-term exam (30% of total grade) and final exam (40% of total grade). The case study guiding questions will be announced the week prior to the scheduled discussion. All students must submit their analyses no later than 5:30pm on the night of the scheduled case discussion. Cases will be graded based on quality of analysis, integration of course concepts & readings. Detailed criteria and guidelines for the case work will be discussed in the first weeks of class. There are no provisions for late or make-up case analyses. MGMT E-4030: Leading Through Change – Spring 2016 v.11.8.15 Page 3 Please note that this is a writing-intensive course. It is highly important to be able to express ideas clearly in the case assignments and written exams in order to demonstrate a grasp of the material and application of concepts. Both the midterm and final exams require students to respond to a short case with questions during the scheduled 2-hr class period: Midterm exam: Tuesday, March 8, 5:30-7:30pm Final exam: Tuesday, May 10, 5:30-7:30pm Please note: exams are closed-book – no use of notes, lecture material or books will be permitted. The exam may be typed or hand written, and must be submitted no later than 7:30pm of the class period. Per the Registrar’s policy, if you live in New England (Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, and Vermont), you are required to take the exam in Cambridge, MA on the scheduled exam date. If you live outside of New England, you need to make arrangements through Academic Services to have the exam proctored at a local school or testing center. Any questions regarding this procedure can be referred to Academic Services at [email protected]. It is strongly recommended that students make these arrangements as early in the semester as possible. In the case of rare emergency that prevents a student from taking the scheduled midterm or final, an appeal must be submitted to the instructors (local students) or the Distance Education office (students outside the New England area) with documentation of circumstances (e.g., medical note of serious illness, employer note, etc.). Per the Extension School’s policy, lack of preparation, negligence, misinformation, or planned vacations and other events will not be accepted for make-up exam appeals. Participation: Students attending the via live streaming each week will have an opportunity to ask questions and offer comments via a chat feature. A discussion board will also be set up for students to interact with each other to exchange ideas and dialogue with each other. While participation will not be formally tracked per se, exam and case submissions should incorporate ideas derived from lecture material and in-class discussions. In this way, a higher level of participation in the course will result in improved performance. Academic Integrity: You are responsible for understanding Harvard Extension School policies on academic integrity (www.extension.harvard.edu/resources-policies/student-conduct/academic-integrity) and how to use sources responsibly. Not knowing the rules, misunderstanding the rules, running out of time, submitting the wrong draft, or being overwhelmed with multiple demands are not acceptable excuses. There are no excuses for failure to uphold academic integrity. To support your learning about academic citation rules, please visit the Harvard Extension School Tips to Avoid Plagiarism (www.extension.harvard.edu/resources-policies/resources/tips-avoid- plagiarism), where you'll find links to the Harvard Guide to Using Sources and two free online 15- minute tutorials to test your knowledge of academic citation policy. The tutorials are anonymous open-learning tools. MGMT E-4030: Leading Through Change – Spring 2016 v.11.8.15 Page 4 Additional Information: The Extension School is committed to providing an accessible academic community. The Accessibility Office offers a variety of accommodations and services to students with documented disabilities. Please visit www.extension.harvard.edu/resources- policies/resources/disability-services-accessibility for more information. MGMT E-4030: Leading Through Change – Spring 2016 v.11.8.15 Page 5 COURSE OUTLINE AND SCHEDULE Jan 26 The Changing View of Organizational Theory Feb 2 The Changing View of Organizational Theory, continued Feb 9 Framing Problems, Making Decisions, Dealing with Heuristic Traps Feb 16 Heuristic Traps, continued: Thinking Approaches and Personality Styles Feb 23 Paradoxical Issues of Knowing and Thinking Mar 1 Case Discussion Mar 8 Midterm exam – during 2-hr class period Mar 15 Spring Break – no class Mar 22 Diagnosing Types of Change Mar 29 Differences Between Leading Planned and Emergent Change Apr 5 Visualization and Metaphors Apr 12 The Role of Mindfulness in Leading Change Apr 19 Case Discussion Apr 26 Organizational Learning: Effective Interventions May 3 Review of Main Themes and Future Directions May 10 Final exam – during 2-hr class period MGMT E-4030: Leading Through Change – Spring 2016 v.11.8.15 Page 6 The Changing View of Organizational Theory January 2 6 Required Reading: None Homework: 1) Complete Class Participant Introduction on the Discussion Board no later than Tuesday, February 2. 2) Complete Thinking Styles questionnaire online by Friday, February 5. If you have not received the link by the first night of class, please email Kate: [email protected] The Changing View of Organizational Theory, continued February 2 Required Reading: Text: Breaking the Code of Change Chapter: "Introduction" (pp.
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