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UID:6435eb19add82b729c7dd85c87af1580
DTSTAMP:20240501T092333Z
SUMMARY:Leading Strategic Change
DESCRIPTION: \n\nIt is often said that change is the only constant in organ
 izations. In\ngrowing\, developing and responding to changing environments
 \, strategic\nchange is inevitable as organizations adapt to shifting circ
 umstances\n(e.g.\, organizations all over the world have needed to respond
  to the\nchallenges posed by the COVID-19 pandemic) and proactively seek o
 ut\nnew opportunities. Such change is key to sustained organizational\nsuc
 cess. It is also a major challenge on the “people side” of\norganizing
 . Strategic change can only be successful when the\norganization’s emplo
 yees actively invest in making the change a\nsuccess\; however\, research 
 evidence and experience in practice show\nthat mobilizing and motivating e
 mployees for strategic change is\neasier said than done. Employee resistan
 ce to change can be a major\nreason strategic change is not successful. Th
 is constitutes a core\nchallenge in change leadership.\n\nThis executive c
 ourse focuses on the challenges of leading strategic\nchange. The course m
 aps the psychological processes that lead people\nto resist change and how
  to proactively preempt these processes. The\ncourse outlines the frequent
 ly observed problems that are caused when\nsenior management launches stra
 tegic change\, expecting middle\nmanagement to implement the change withou
 t much senior management\ninvolvement or strategic alignment between senio
 r and middle\nmanagement. The course then considers the superior alternati
 ve of (i)\nsenior management’s active involvement in the implementation 
 process\n(ii) in such a way that people throughout the organization are\ne
 mpowered and actively involved in the change process\, creating\nownership
  of rather than resistance to the strategic change.\n\nThis course strongl
 y draws on participants’ own experiences with\n(leading) strategic chang
 e\, both through in-class discussions and\nexercises focused on determinin
 g how these processes can be — or\ncould have been — better managed.\n
 \nCOURSE OUTLINE\n\nUNIT 1: Setting the Stage — Mapping the Psychology o
 f Resistance to\nChange UNIT 2: Meeting the Challenge — Identifying How 
 to Create\nAlignment and Lead for Successful Implementation of the Strateg
 ic\nVision UNIT 3: (Re)considering One’s Own Experience — How to Lead\
 nChange in Your Company\n 
DTSTART:20220408T120000Z
DTEND:20220408T210000Z
LOCATION:Gerri C. LeBow Hall\, 3220 Market Street\, 408\, Philadelphia\, PA
  19104
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