Macquarie University
Leading transformations: Manage change
Macquarie University

Leading transformations: Manage change

This course is part of Influencing: Storytelling, Change Management and Governance Specialization

Taught in English

Some content may not be translated

Professor Richard Badham
Brenda Santiago

Instructors: Professor Richard Badham

54,583 already enrolled

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Course

Gain insight into a topic and learn the fundamentals

4.7

(1,428 reviews)

|

98%

Beginner level
No prior experience required
18 hours (approximately)
Flexible schedule
Learn at your own pace

What you'll learn

  • 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

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Assessments

12 quizzes

Course

Gain insight into a topic and learn the fundamentals

4.7

(1,428 reviews)

|

98%

Beginner level
No prior experience required
18 hours (approximately)
Flexible schedule
Learn at your own pace

See how employees at top companies are mastering in-demand skills

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This course is part of the Influencing: Storytelling, Change Management and Governance Specialization
When you enroll in this course, you'll also be enrolled in this Specialization.
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There are 6 modules in this course

‘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.

What's included

5 videos3 readings2 quizzes1 discussion prompt

‘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.

What's included

4 videos1 reading2 quizzes

‘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.

What's included

4 videos4 readings2 quizzes

‘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.

What's included

4 videos1 reading2 quizzes

‘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.

What's included

4 videos1 reading2 quizzes

‘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.

What's included

5 videos1 reading2 quizzes

Instructors

Instructor ratings
4.8 (429 ratings)
Professor Richard Badham
Macquarie University
1 Course54,583 learners
Brenda Santiago
Macquarie University
1 Course54,583 learners

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