The MBA in Leadership and Change curriculum consists of 10 three-credit classes and a six-credit practicum or global capstone experience emphasizing leadership, effecting change and strategy implementation in a diverse, global economy. Learning outcomes include:
Designed as a practicum experience that explores the role of consultants and leaders in bringing about organizational change. The course will describe and illustrate the three basic philosophies of consultation, as identified by Edgar Schein: Expert consultation, the physician model, and process consultation. The pros and cons of each approach will be examined, and students will apply course lessons in consulting with an actual client group and/or in case studies.
Examines the issues that leaders and practitioners must consider when designing change initiatives and interventions. Design questions will consider both the size of the organization and whether the intervention focuses on the whole system or just parts of it. Among the topics that will be considered are: organizational culture, systems theory, large group interventions, and working with groups.
Prepares students to guide subordinates or clients through the conflicts that often emerge during periods of organizational change. Topics covered in the course will include: sources of conflict, resistance to change, conflict resolution style preferences, negotiating (interest-based vs. positional), and providing coaching and feedback.
Explores contemporary approaches to organizational change that emphasize the influences of postmodernism and social constructionism. The course surveys several models of change that have evolved or emerged from the decades-old practice of organization development (OD) and provides students with a repertoire of choices for managing change in the 21st Century.
Explores the ethical responsibilities of organizational leaders and practitioners who design, guide, and implement change interventions or initiatives. It also considers the issue of practitioner wholeness and how living a divided life can contribute to ethical conflicts during times of rapid organizational change. Topics that will be covered include: Values, “use of self,” conscious vs. unconscious choice, ethical decision-making, and wholeness at the individual, group, and organizational levels.
Examines the methods that leaders and change practitioners utilize in helping employees and client groups develop the awareness and skills necessary to communicate effectively across cultural boundaries. The course explores culture in its broadest sense, which includes cultural differences across/or within organizations, demographic categories, and nations. Particular attention will be paid to the roles of diversity and inclusivity in modern change initiatives and interventions.
Explores the behavior of people within organizations in terms of the factors that most influence it. Those include factors related to individuals, groups, and the larger organization system. The course utilizes an experiential learning process that helps students understand their strengths and weaknesses as learners.
Serves as an introduction to the theory and practice of organization development (OD), also referred to as “planned change.” It emphasizes the historic evolution of OD, models of planned change, the dynamics of resistance to change, organizational culture, and the role of the OD consultant. The course also seeks to compare and contrast OD with other approaches to “change management” and to assess their relevance in organizations today. This course relies heavily on a philosophy of consultation (developed by Edgar Schein) known as process consultation (PC). PC seeks to develop effective helping relationships with clients, and the instructor attempts to model this philosophy in his teaching of the course.
Explores the research skills utilized by organization development practitioners and leaders who are responsible for organizational change. This course utilizes appropriate research methods to explore how often behaviors occur as well as why and how behaviors occur in our social world. It also prepares students to use writing as a means of engaging in critical thinking and high-level reasoning in presenting their research.
Explores the complex connections among strategy, leadership, and change management. Set in a global environment characterized by rapid technological change, it emphasizes the importance of a leader's capacity to anticipate, envision, and work collaboratively toward a viable organizational future. The course requires students to synthesize and integrate lessons learned in their previous courses.
An annual seminar opportunity for students to study with a nationally or internationally known scholar-practitioner in the disciplines of organization development and leadership. This CSS course is wrapped around a week of summer study at the Cape Cod Institute (CCI) in Eastham, MA, known throughout the world for the quality of its seminars and the thought leaders who deliver them. The course includes pre- and post-trip classroom sessions conducted by the CSS Instructor who guides students while they study at CCI.
Students may choose from three capstone options, including: