Leading Strategic Change is a challenging task where the ambitions for seamless change and the ability to deliver these often present a performance gap simply because the complexities of change are multi-faceted. The need for pre-planning, to anticipate the realities of achieving transformation, is essential to minimise tension and uncertainty among key stakeholder groups. This unit is designed to provide an orientation towards the dynamics of leading and managing change to forewarn the learner of what may be experienced.
Course Learning Outcomes
On completion of this course, you should be able to:
- Demonstrate your understanding of classical theories and approaches to change management
- Effectively plan and implement transformational change
- Execute stakeholder analysis and mapping to pre-plan the way in which stakeholders should be managed to support and enable transformational change
- Demonstrate your understanding of the nature and purpose of strategic interventions as a mechanism for the institutionalisation of strategic change
Course Structure
This unit comprises the following modules:
- Classical Change Models.
- Strategic Interventions.
- Leading Change.
Assessment
There are two pieces of optional assessment for this course:
- Individual reflection.
- Case study analysis and presentation: Leadership and Risk at Boston's Institute of Contemporary Art.
Course Curriculum
- 1.1 Overview
- 1.2 Classic Change Models
- 1.3 Gap Analysis
- 1.4 Action Research
- 1.5 Lewin's Change Management Model
- 1.6 Burke-Litwins Model
- 1.7 McKinsey's 7 'S' Framework
- 1.8 Prosci's Five Building Blocks
- 1.9 Kubler-Ross Five Stage Transition Cycle
- 1.10 Kantner's Bold Strokes and Long Marches
- 1.11 Kotter's Eight Steps
- 1.12 Reading
- 1.13 Reflection
- 1.14 Test Your Knowledge of this Module
- 2.1 Overview
- 2.2 Strategic Interventions Defined
- 2.3 Management Styles in Change
- 2.4 Change at the Organisational Level
- 2.5 Human Process Interventions
- 2.6 Techno-Structural Interventions
- 2.7 Human Resource Interventions
- 2.8 External Environmental Interventions
- 2.9 Reading
- 2.10 Reflection
- 2.11 Test Your Knowledge of this Module
- 3.1 Overview
- 3.2 Leading the Process of Change
- 3.3 Political Dimensions of Change: Forcefield Analysis
- 3.4 Leading Stakeholder Change: Systems to Involve Stakeholders
- 3.5 Leading Stakeholder Change: A Stakeholders System Model
- 3.6 Leading Stakeholder Change: The Input 'Transformation' Output (ITO) Model
- 3.7 Leading Stakeholder Change: Involving Stakeholders in Change Management Strategy
- 3.8 Leading Stakeholder Change: Stakeholder Mapping
- 3.9 Leading Stakeholder Change: Understanding Transformational Change Vulnerability
- 3.10 Leading Stakeholder Change: Execution
- 3.11 Reading
- 3.12 Reflection
- 3.13 Test Your Knowledge of this Module
Prof. Clive Smallman
BSc Hons MSc MBA MA PhD CITP FBCS GAICD
Mentor | Author | Speaker
Clive is an expert in personal and professional development and in developing business models for growth. Building on science, best-practice and 10,000-plus hours of professional development, he is passionate about helping people to develop a deep understanding of their personal and professional situation and the position of their business. From that deep understanding comes the opportunity to grow. Building clear, realistic and meaningful objectives provides the foundation for the development of templates that plot the way forward. Clive’s experience as a professional project manager and CEO informs his ability to walk alongside clients as they execute their plans. His experience as an educator and trainer equips him to expertly guide their professional development. His experience of running successful businesses and as a professional director means his clients can rely on pragmatic business-oriented advice.
Achieving personal, professional and business goals can be slow. Sometimes it can feel like the brakes are on when you’re trying to solve problems or take opportunities; it can be painful, full of friction. Work can overwhelm life. You probably agree that finding someone you can trust with a deep understanding of life, work and business and how they interact is difficult, so you’re unsure what to do.
Clive has helped hundreds of people successfully address life, work and business challenges and opportunities, developing personally and professionally along the way. His thought leadership has developed over thirty years through personal experience and world-class research, working with people of all age groups in businesses of all sizes and types across North America, the UK, New Zealand, Australia and Southeast Asia.