Ce cours fait partie de la Spécialisation Influencing: Storytelling, Change Management and Governance

Professor Richard Badham +1 enseignant de plus

Offert par

Dans le cadre du diplôme Global Master of Business Administration (Global MBA)

Spécialisation Influencing: Storytelling, Change Management and GovernanceUniversité Macquarie

À propos de ce cours

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We live in a globalised world of continuous change. Your ability to successfully manage change will allow you to have a positive impact on your work and your life. Via structured learning activities (video lectures, quizzes, discussion prompts and written assessment) this course will teach you how to effectively influence change by developing a ‘change mindset’, creating a productive change cycle, and leading yourself and others on the change journey. You will learn how to re-imagine change by redefining the change problem and developing a balanced and reflective change mindset. Change is inevitable but you can influence how it affects your organisation.

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Cours 1 sur 4 dans le

Spécialisation Influencing: Storytelling, Change Management and Governance

Dates limites flexibles

Réinitialisez les dates limites selon votre disponibilité.

Niveau débutant

Approx. 19 heures pour terminer

Anglais

Sous-titres : Arabe, Français, Portugais (européen), Chinois (simplifié), Italien, Vietnamien, Coréen, Allemand, Russe, Turc, Anglais, Espagnol

Ce que vous allez apprendre

Design successful change initiatives by adopting a balanced and reflective change mindset

Create change cycles that effectively apply tools and techniques for orienting, performing, and evaluating change

Generate leadership strategies that are mindful of the complexity and challenges of change and mobilise energy for transformation

Certificat partageable

Obtenez un Certificat lorsque vous terminez

100 % en ligne

Commencez dès maintenant et apprenez aux horaires qui vous conviennent.

Cours 1 sur 4 dans le

Spécialisation Influencing: Storytelling, Change Management and Governance

Dates limites flexibles

Réinitialisez les dates limites selon votre disponibilité.

Niveau débutant

Approx. 19 heures pour terminer

Anglais

Sous-titres : Arabe, Français, Portugais (européen), Chinois (simplifié), Italien, Vietnamien, Coréen, Allemand, Russe, Turc, Anglais, Espagnol

Enseignants

Évaluation de l'enseignant

4.75/5 (142 notes)

Professor Richard Badham

Department of Management

Macquarie Business School

18,552 étudiants

2 cours

Brenda Santiago

Department of Management

Macquarie Business School

18,552 étudiants

2 cours

Offert par

Université Macquarie

Macquarie is ranked among the top one per cent of universities in the world, and with a 5-star QS rating, we are recognised for producing graduates who are among the most sought-after professionals in the world. Since our foundation 54 years ago, we have aspired to be a different type of university: one focused on fostering collaboration between students, academics, industry and society.

Commencez à travailler pour obtenir votre master

Ce cours fait partie du diplôme intégralement en ligne Global Master of Business Administration (Global MBA) de Université Macquarie. Si vous êtes admis(e) au programme complet, vos cours sont pris en compte dans votre apprentissage diplômant.

Programme du cours : ce que vous apprendrez dans ce cours

Évaluation du contenu97%(1,498 notes)

Semaine

Semaine 1

4 heures pour terminer

Re-imagining change 1: The change problem

‘We can’t solve a problem with the same type of thinking that we used in creating it.’ –– Albert Einstein

Einstein was onto something! Traditional approaches to change management try to solve the problem of change by using the same tools that created the problem in the first place. They provide you with designs to implement designs and strategies for executing strategies. This week you will discover the importance of stepping outside the box of conventional change management, colour in the white spaces in the organisation chart, and navigate the messy and choppy waters of the change journey. You will critically analyse the nature and origins of the failure rate of change initiatives, examine how and why modern organisations systematically mislead change and learn what an alternative approach involves.

4 heures pour terminer

5 vidéos (Total 28 min), 4 lectures, 2 quiz

5 vidéos

Course welcome and introduction2 min

Week 1 outline2 min

1.1 On the surface7 min

1.2 The deeper problem7 min

1.3 Solutions that fail us, solutions that don’t8 min

4 lectures

Course overview10 min

Learning activities and assessment10 min

Preparation for Week 6 Peer review assignment30 min

Explore further resources 11 h

2 exercices pour s'entraîner

Recall 1: Check your understanding30 min

Check your applied learning 11 h

Semaine

Semaine 2

3 heures pour terminer

Re-imagining change 2: Icebergs & death valleys

‘Education is not filling a bucket, but lighting a fire.’ –– W.B.Yeats. You already have the knowledge necessary to manage change in your head, your heart and your hands. This knowledge is embedded in the cultural images and counter-images of what managing change involves. This week will help you appreciate the degree to which this is the case and get out of your own way in applying what, in a sense, you already know.

3 heures pour terminer

4 vidéos (Total 24 min), 1 lecture, 2 quiz

4 vidéos

Week 2 outline3 min

2.1 Images of change7 min

2.2 Re-imagining change7 min

2.3 Re-inventing yourself6 min

1 lecture

Explore further resources 21 h

2 exercices pour s'entraîner

Recall 2: Check your understanding15 min

Check your applied learning 21 h

Semaine

Semaine 3

4 heures pour terminer

Creating a change cycle 1: Maps & orientation

‘The Map is not the territory.’ –– Alfred Korzybski. If change is a journey, what type of journey is it? And what do we need to guide us along the way? This week will provide you with the tools necessary to map out the path you need to take and revise this map along the way. You will learn how to apply the three key mapping tools: ‘gap analysis’; ‘forcefield analysis’ and ‘route analysis’. In combination, these three provide you with a GPS for navigating the complex and often treacherous journey of change.

4 heures pour terminer

4 vidéos (Total 23 min), 4 lectures, 2 quiz

4 vidéos

Week 3 outline3 min

3.1 Gap analysis6 min

3.2 Force field analysis6 min

3.3 Route analysis6 min

4 lectures

Become a Global MBA learner10 min

Explore further resources 31 h

Case study: The Daffodil Inn – Jabri (2017)30 min

The Daffodil Inn case: Prepare for Week 3 assignment30 min

2 exercices pour s'entraîner

Recall 3: Check your understanding15 min

Check your applied learning 31 h

Semaine

Semaine 4

3 heures pour terminer

Creating a change cycle 2: Masks & performance

‘All the world’s a stage, and we are but players on it.’ –– William Shakespeare. Knowing what to do to manage change is one thing. Knowing how to do it is another. While the route map outlines what you need to do, you have to decide how to do it, in context and with other people. How change plans are executed is always a performance, the artful exercise of influence in time, in space and in conditions that are often not of our choosing. This week you will discover the performances you will have to give, the masks you will be required to wear, the tensions and dilemmas you will encounter, and why influencing yourself is central to your ability to influence others.

3 heures pour terminer

4 vidéos (Total 25 min), 1 lecture, 2 quiz

4 vidéos

Week 4 outline3 min

4.1 Practice and performance7 min

4.2 Control through influence7 min

4.3 Tensions, dilemmas, and paradoxes6 min

1 lecture

Explore further resources 41 h

2 exercices pour s'entraîner

Recall 4: Check your understanding15 min

Check your applied learning 41 h

Semaine

Semaine 5

3 heures pour terminer

Creating a change cycle 3: Mirrors & reflection

‘Life is lived forwards but understood backwards.’ –– Soren Kierkegaard. Leaders of change initiatives are not only faced with known unknowns but also unknown unknowns. Uncertainty is endemic, complexity is unavoidable, and denial is widespread. In such contexts, how do you evaluate your progress, and adjust your course, before it is too late? How do you create early warning signals? This week you will discover the value of experimentation and evaluation, examine and critically analyse methods for monitoring intellectual, emotional and practical capabilities and progress (the head, hand and heart), and learn how to create effective and practical learning spaces within change initiatives.

3 heures pour terminer

4 vidéos (Total 29 min), 1 lecture, 2 quiz

4 vidéos

Week 5 outline3 min

5.1 Reflection and agile learning8 min

5.2 Changing measures8 min

5.3 Learning spaces8 min

1 lecture

Explore further resources 51 h

2 exercices pour s'entraîner

Recall 5: Check your understanding30 min

Check your applied learning 51 h

Semaine

Semaine 6

2 heures pour terminer

Leading change: Mindful & mobilising

‘There is a crack, a crack in everything. That's how the light gets in.’ –– Leonard Cohen. While the principles underlying the change cycle are widely recognised, they are often not applied and put in place. There is never enough knowledge and never enough resources to do what individuals and organisations know needs to be done. This week you will explore the leadership, practice, and power gaps that underlie these problems, and discover and examine how leaders mind these gaps and mobilise energy and resources to overcome them.

2 heures pour terminer

5 vidéos (Total 25 min), 1 lecture, 2 quiz

5 vidéos

Week 6 outline2 min

6.1 The leadership gap6 min

6.2 The practice gap6 min

6.3 The power gap6 min

Course wrap-up2 min

1 lecture

Explore further resources 61 h

2 exercices pour s'entraîner

Recall 6: Check your understanding30 min

Check your applied learning 630 min

À propos du Spécialisation Influencing: Storytelling, Change Management and Governance

The ability to influence without force or coercion is important in any organization and at all levels. Modern managers must master the art of persuasive communication, adapt to the needs of the audience, construct a good narrative and inspire the audience to act (Communicate with Impact). They must learn to design and negotiate both informal and complex agreements, and do this in diverse workplace cultures (Negotiate and Resolve Conflict).

The Specialization applies influencing methods in two areas of great importance: change management and risk governance. Successful change management eludes many individuals and organizations, so we propose a new approach to enable you to inspire and lead transformations (Manage Change). Similarly, in the post-financial crisis environment, many organizations acknowledge the need for effective risk governance but few, if any, have achieved it. We present evidence-based methods that will help your organization achieve its objectives (Engage the Board).

Influencing: Storytelling, Change Management and Governance

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Leading transformations: Manage change