MS International Project Management ESCP EUROPE, Madrid Campus

CHANGE MANAGEMENT Professor:

Robert Griffiths ([email protected])

COURSE DESCRIPTION

The general objective of this course is to introduce participants to the main factors involved in managing change in organizations. The idea being to give course participants information as well as relevant experiences that will help them make changes in their respective habits and management styles. The aim of the course is therefore to provoke changes in habits and behaviours, based on freedom of choice and respect for others’ opinions. Course Contents          

Drivers of change Types of change Thought models & limiting beliefs (Believe-Feel/Think-Act) Principles of High Performance (Choice, Responsibility, Excellence, Double Creation etc) Putting into practice concepts such as: o Zones of comfort and development & creativity o Zones of pre-occupation and influence Crisis management (motivation, enthusiasm, resilience etc) Managing complaint and fear Strategic implications of change and innovation The importance of people in change & innovation Experiential exercises and team challenges in order to experience the behaviours and attitudes as well as the beliefs that help or hinder effective change and innovation.

Course structure & duration Since there are 15 hours available for this course, we would recommend 2 one-day sessions of 7&1/2 hours each. 3 5-hour sessions would also be possible, however due to the mixture of conceptual presentations, group discussions and team experiential activities, 2 whole-day sessions are strongly recommended, preferably consecutively, or within 1-2 weeks of each other.

MS International Project Management ESCP EUROPE, Madrid Campus

COURSE METHODOLOGY Highly interactive and experiential, through group exercises and activities, group discussions and workshops, as well as conceptual presentations by the facilitator.

OBJECTIVES

In all organizations there are changes which are profound, and others which are more superficial. In either case, the main reason for making changes is (primarily) to generate competitive advantage. Companies are increasingly becoming to realize that apart from getting the strategy right, competitive advantage is essentially dependent on the ability of the company employees to manage change: to adapt to an ever-changing environment, and consequently, to be able to innovate effectively. The course will therefore aim to have participants explore the beliefs, feelings, thoughts and behaviours required to manage change, themselves and others, as well as explore the values required for high performance. After this course, the student should be able to:  Understand why organizations change and provoke change  Explain the different types of change that occur in organizations  Explore some of the key communication needs required in a process of change  Identify the roles & responsibilities in a change process  Begin to manage internal and external resistance to change  Identify and review the different change strategies based on one’s role or function within the organization  Understand the principles of high performance most needed in a process of change. EVALUATION CRITERIA

The team will be asked to split up into 3-4 smaller groups of 4-5 people each and to respond to a case-study after the course. Overall grading will be based on the case study as well as individual participation, energy levels and attitude during the course.

EXAM DATES (not applicable)

MS International Project Management ESCP EUROPE, Madrid Campus

REFERENCE BOOKS (Recommended reading*)

 Gibson, Ivancevich & Donnelly, “Organizations (Behaviors-Structure-Processes)”, McGraw-Hill Education (ISE Editions); 11th International student edition (1 Jul 2002)  Charles Handy, “Understanding Organizations” (Penguin Business Management), Penguin; Fourth Edition edition (1 Jan 1993)  John P Kotter, “Leading Change”, Harvard Business School Press; illustrated edition edition (1 Sep 1996)

 J P Kotter, H Rathgeber, “Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions”, Macmillan (1 Sep 2006)*  Jonas Ridderstale & Kjell Nordstrom, “Funky Business (Forever)”, Financial Times/ Prentice Hall; 3 edition (4 Oct 2007)*

 Daniel Goleman, “Emotional Intelligence – Why It Can Matter more Than IQ”, Bloomsbury Publishing PLC; New edition edition (12 Sep 1996)*  Thomas L Friedman, “The World is Flat”, Penguin; 2Rev Ed edition (5 Jul 2007)*

 Tom Peters, “Re-Imagine! (Business Excellence in a Disruptive Age)”, Dorling Kindersley; Re-issue edition (1 Jul 2009)*

 Charles Handy, “The Elephant & The Flea”, Arrow Books Ltd; New edition edition (7 Nov 2002)*

 Charles Handy, “The Empty Raincoat”, Random House Business Books; New edition edition (17 Aug 1995)*

 Charles Handy, “The Age of Unreason: New Thinking for a New World”, Random House Business Books; New edition edition (2 Feb 2002)

 Rob Goffee, Gareth Jones, “Why Should Anyone Be Led By You?”, Harvard Business School Press (1 Mar 2006)*

 Harvard Business Essentials, “Managing Change and Transition”, Harvard Business School Press (1 Jan 2003)*

 Harvard Business Essentials, “Managing Creativity & Innovation”, Harvard Business School Press; illustrated edition edition (1 Jul 2003)

 John Mole, “Mind Your Manners - Managing Business Cultures in the New Global Europe”, Nicholas Brealey Publishing; 3rd Revised edition edition (23 Jan 2003)  Vivette Payne, “The Team-Building Workshop”, Amacom (1 Mar 2001)

DETAILED PROGRAM OF THE COURSE Schedule Date

21st January 2010 (09:0014:30)

25th January 2010 (09:0014:30)

Topic

Reading/cases/exercises Assignment