Implementing the Change

Lecture

• seven core activities
  • recognizing and starting
  • diagnosing and formulating
  •  planning
    
  •  implementing and reviewing
    
  • sustaining
    
  • leading and managing
    
  • learning
    

Seminar

• presentation of the assigned project
• discussion
• game

Assigned Reading

• none (there will be a game)

Reading

Textbook: pp. 63–67.

Hayes, J. (2014). The theory and practice of change management: pp. 433–450.

Reviewing, Keeping, and Sticking to the Change

Lecture

• implementing blueprint change
• implementing emergent change
  
• monitoring the implementation
  
• measuring the change
• reviewing the change
  
• sustainability
  

Seminar

• presentation of the assigned project
• game

Reading

Textbook: pp. 68–76.

Hayes, J. (2014). The theory and practice of change management: pp. 451–475.

Spreading Change and Speeding Up Team Learning

Lecture

• attributes of the innovation
• attributes of the organization
  
• reaction of users
•  climate and innovation/values fit 
  
• promoting the spread of change
  
• individual and collective learning
• Single-loop learning
  
• Double-loop learning
  
• barriers to learning
  
• collective cognition

Seminar

• presentation of the assigned project
• discussion
• game(s)

Reading

Textbook: pp. 77–82.

Hayes, J. (2014). The theory and practice of change management: pp. 476–511.

Resistance to Change and Changing Collective Cognition

Lecture

• agent sensemaking
  • expectation
  • self-serving account
• resistance
• individual and collective cognition

Seminar

• presentation of the assigned project
• discussion
• review and conclusion
• game(s)

Assigned Reading

Reading

Textbook: pp. 83–90.

Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to Change: The Rest of the Story. Academy of Management Review, 33(2), 362–377.

Mezias, J., Grinyer, P., & Guth, W. D. (2001). Changing Collective Cognition: A Process Model for Strategic Change. Long Range Planning, 34(1), 71–95.