Diagnosing What Needs to be Changed and Patching

concepts

• models
• open systems theories
• organizational dynamics
• steps of diagnosing
• patching

reading

• Textbook: pp.  37–46.
• Hayes, J. (2014). The theory and practice of change management: pp. 119–160.
• Eisenhardt, K. M., & Brown, S. L. (1999). Patching: Restitching business portfolios in dynamic markets. Harvard Business Review, 77(3), 72-82. 

Rules, Leadership, and Power 

concepts

• strategy and rules
  • zeroing
  • simplicity, boundaries, priority, timing, and exiting
  • number of rules
  • creation
• leadership
  • focus
  • behaviors and processes for successful change
    • sense-making
    • visioning
    • sense giving
    • aligning
    • enabling
    • supporting
    • maintaining momentum and sustaining
  • leadership styles
    • the collective nature of leadership
• power
  • organizational politics
  • ethics-based theories
  • instrumental theories
  • resource dependence theory
  • prospect theory
  • stakeholder theory

reading

• Textbook: pp.  47–52.
• Hayes, J. (2014). The theory and practice of change management: pp. 167–211.
• Eisenhardt, K. M., & Sull, D. N. (2001). Strategy as simple rules. Harvard business review, 79(1), 106-119.

Communicating Change

concepts

• communication strategy
• directionality
  • organizational silence
• roles
  • isolates, boundary spanners, gatekeepers, playmakers
• trust
• content
• fairness and justice

reading

• Textbook: pp. 53–55.
• Hayes, J. (2014). The theory and practice of change management: pp. 212–232.

Motivating and Supporting to and through Change

concepts

• trust
• persuasion
• commitment and support for change
• expectancy theory
• personal transitions, implications, and facilitations
  • transition process

reading

• Textbook: pp. 56–62.
• Hayes, J. (2014). The theory and practice of change management: pp. 233–270.