APPLIES TO ACADEMIC YEAR 2014/2015

BIK 2917 Organizational Development and Change

Responsible for the course
Haavard Koppang, Tore Bakken

Department
Department of Leadership and Organizational Behaviour

Term
According to study plan

ECTS Credits
7,5

Language of instruction
Norwegian

Introduction
Organizational learning and the leader or consultant as change agent
Teams, departments and organizations are continually facing new challenges. Leaders as well as experts are expected to act as change agents and facilitators. The key challenge is to develope teams and organizations which are flexible enough to adapt to challenges by incremental learning processes. This course focus especially on the different stages of the learning process," step by step". Distinct success criteria and pit-falls in change prosesses are highlighted.

Learning outcome
Knowledge
By the end of the course, students should have gained:

1. Knowledge into the different stages of the change process
2. Knowledge into specific tools and techniques in the work of change
3. Thorough insight into success criteria and pit-falls of change processes
4. Awareness of their ressources and talents and started to delevope these strenghts and talents
5. Knowledge of the change agent`s role

1. Apply a systematic methodology in order to achieve change in a team, a department or an organization
2. Apply specific tools and techniques in the work of change
3. Identify obstacles to change and knowledge of strategies to overcome such obstacles
4. Act as ressource partner for change in discussions and concrete projects
5. Act as facilitator to develope a team, department or organization
6. Build networks and alliances where members continually support and challenge each other

1. Altruistic values. Helping employees and customers to succeed
2. Awareness of the importance of working on both the personal and the professional role, and reflection on personal values, cognition and behaviour
3. Show a constructive, critical attitude towards change theories and "changee tools". Consciousness of both positive and negative consequences/implications of these theories and tools.
4. Consciousness of ethical considerations and aspects related to organization developement and organizational change.

• Challenges and possibilities facing teams, departments and organizations today
• Paradoxes and dilemmas in change processes
• Innovation and revitalization of organizations. Identifying and influencing organizational culture
• Realization and living the new organizationa culture

• Stages in a change process. The importance of flexiblilty
• Making a diagnosis: Identifying and analysing the organization or department
• Goal: Specifying the ideal/wanted situation
• Planning and implementation: Grounding the change process. Information, communication, involvement and committment

• Tools, techniques and methods for implementing the change process. Evaluation, learning and rewards
• Obstacles to change. Stategies for overcoming obstacles
• Success criteria and pit-falls in change processes. Prerequisites and strategies for succeeding
• Tool-kit for change work
• Evaluation of change

• The role of consultants and change agents. An alternative consulting style
• Continual development and change in organizations. Learning as" step-by-step processes"
• Future trends: Organization development and change in the years to come
• Developing oneself as a change agent