COURSE SYLLABUS & OUTLINE. Michael Boehm, Dean Adams Curtis, Anita Katzenbach. Tuesdays from March 29th through June 7th

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1 COURSE SYLLABUS & OUTLINE Course Title: Quarter: Instructor: Meeting Times: Location: Office Hours: Global Sustainability Certificate: Organizational Change for Sustainability X456 Spring 2011 Michael Boehm, Dean Adams Curtis, Anita Katzenbach Tuesdays from March 29th through June 7th UCLA Campus, Haines Hall, Room A44 Arrange with instructors Course Description: Investigate the role organizational change theory plays in leading strategic change to promote green, sustainable products, processes, and organizations. This course introduces techniques aligning language and goals, and then presents methodologies that foster culture change and enable employees to participate in transforming companies to more sustainable organizations. Learn how to lead an organization s sustainability program. Examine potential resistance to change and response strategies. Analyze metrics for measuring the success of organizational development efforts on people, planet, and profit, the triple bottom-line for full cost accounting of an organization s social and societal, economic and ecological success. Elective course in Certificate in Global Sustainability. Internet access required to retrieve course materials. Goals & Objectives: Overall Goal Enhance student knowledge of how to lead organizational change efforts for sustainable practices. Objectives Help students gain awareness about the theory and practice of Strategic Organizational Change (SOC). Provide students with understanding about the triple bottom-line approach to assuring sustainability. Allow students opportunities for experiential learning about how to facilitate organizational change. 1

2 I. : Book:.. Doubleday, 2008 Part 2 The Future is Now Chapter 5. Never Doubt What One Person and a Small Group of Co-Conspirators Can Do Chapter 6. Aligning an Industry Chapter 7. Unconventional Allies: Coke and WWF Partner for Sustainable Water Part 3 Getting Started Chapter 8. Risks and Opportunities: The Business Rational for Sustainability Chapter 9. Positioning for the Future and the Present Chapter 10. Getting People Engaged Chapter 11. Building Your Case for Change Part 4 Seeing Systems Chapter 12. The Tragedy and Opportunity of the Commons Chapter 13. Spaceship Earth Chapter 14. Seeing Our Chances Part 5 Collaborating Across Boundaries Chapter 15. The Imperative to Collaborate Chapter 16. Convening: Get the System in the Room Chapter 17. Seeing Reality Through Others Eyes Chapter 18. Building Shared Commitment Part 6 From Problem Solving to Creating Chapter 19. Innovation Inspired by Living Systems Chapter 20. Unleashing Everyday Magic Chapter 21. You Don t Have to Have All the Answers Chapter 22. From Low Hanging Fruit to New Strategic Possibilities Chapter 23. It s Not What the Vision Is, It s What the Vision Does Chapter 24. Redesigning for the Future Part 7 The Future Chapter 25. The Future of the Corporation Chapter 26. The Future of Enterprise Variety Chapter 27. The Future of Leadership Chapter 28. The Future of Our Relations Chapter 29. The Future of Us Articles: See course outline. Internet readings: See course outline 2

3 II. Recommended Readings: 1. Sustainability: The Sustainable Enterprise Fieldbook. When it all comes together. Edited by Jeana Wirtenberg, William G. Russell and David Lipsky In collaboration with the Enterprise Sustainability Action Team. AMACOM Books / Greenleaf Publishing, The Next Sustainability Wave. Bob Willard. New Society Publishers, Natural Capitalism: Creating the Next Industrial Revolution. Paul Hawken, Amory B. Lovins, and L. Hunter Lovins. Little, Brown & Company, 1999, Sustainability by Design. John Ehrenfeld. New Directions, Organizational Change and Organizational Learning: Strategic Organizational Change. A Practitioner s Guide for Managers and Consultants. Michael A. Beitler. 2 nd Ed. Practitioner Press International, Flawless Consulting (2nd Ed.). Peter Block. Pfeiffer, A Change-Management Guide for Business, Government and Civil Society. Bob Doppelt. McDonough & Partners, September The Heart of Change. John Kotter, Dan Kohen. Harvard Business School Press, Influencer The Power to Change Anything. Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, Al Switzler. McGraw Hill, Process Consultation revisited: Building the helping relationship. Edgar Schein. Addison-Wesley OD Series, Process Consulting. Alan Weiss, Jossey-Bass. Pfeiffer, The Fifth Discipline.. Doubleday, The Living Company. Arie De Geus,. HBS Press, Wikinomics: How Mass Collaboration Changes Everything. Tapscott, Williams. Portfolio, Business Transformation: To the Desert and Back. The Story of One of the Most Dramatic Business Transformations on Record. Philip Mirivs, Karen Ayas, George Roth. Jossey-Bass, III. Case studies: Making your impact at work - changing the world from inside the company. Ricardo Semler and Semco. Thunderbird University of Management,

4 Grading: Course grades will be based on participation and completion of assignments as follows: % Item I. Class Participation (15%) II. (18%) III. White Paper Written Integration of Relevant Class Material (33%) IV. Group Project (33%) Students are expected to - Participate proactively in class and collaborate with their classmates on group exercises and project assignments. - Read all required core material (book, articles, web-based material) before the day for which they are assigned. - Complete the assignments on time. Please note that ALL COURSE GRADES ARE FINAL. Incompletes: The interim grade Incomplete may be assigned when a student's work is of passing quality, but a small portion of the course requirements is incomplete for good cause (e.g. illness or other serious problem). It is the student s responsibility to discuss with the instructor the possibility of receiving an I grade as opposed to a non-passing grade. The student is entitled to replace this grade by a passing grade and to receive unit credit provided they complete the remaining coursework satisfactorily, under the supervision of and in a time frame determined by the instructor in charge, but in no case later than the end of the next academic quarter. At that time, the Registrar will cause all remaining Incompletes to lapse to the grade "F". Note: Receiving an I does not entitle a student to retake all or any part of the course at a later date. Student Behavior involving cheating, copying other s work, and plagiarism are not tolerated and will result in disciplinary action. Students are responsible for being familiar with the information on Student Conduct in the General Information Section of the UCLA Extension Catalog or on the website at COURSE OUTLINE Week One: March 29th The Nature of Change. Change dimensions: - Organizational, individual - Planned, unplanned - Features of successful and sustainable change. Sustainability and Change - Why Change? - Why Sustainability? Part 1 - Endings, New Beginnings Chapter 1. A Future Awaiting Our Choices Chapter 2. How We Got into This Predicament The Natural Step - Principles - Framework for Change Chapter 3, Life Beyond the Bubble Chapter 4. New Thinking, New Choices 4

5 Week Two: April 5 th Three elements of OC: OC concepts, practice theory and effective OC practice. Boehm & Baltay: Innovation and Sustainability Organizational Change concepts: 1. Forcefield Analysis by Kurt Lewin 2. The Three-Step Model of Change by Kurt Lewin 3. Living Systems Thinking by 4. Systems Theory 5. Participative Management 6. Teams & Diversity, and Intervention 7. Management Styles and Appropriate Leadership 8. Action Research as a Basic Practice Model by Kurt Lewin (to be explained in more detail in week 3) Pick blogs to review week four. Part 2 The Future is Now Chapter 5. Never Doubt What One Person and a Small Group of Co- Conspirators Can Do Chapter 6. Aligning an Industry Chapter 7. Unconventional Allies: Coke and WWF Partner for Sustainable Water 5

6 Week Three: April 12 th Sustainability Checklist: Introduction and class discussion A general framework for Organizational Change Practice: Kurt Lewin s six step "Action Research Model": 1. Data Gathering / Assess Organizational Readiness 2. Data Feedback 3. Diagnosis 4. Action Planning 5. Action Taking and Interventions 6. Evaluation Two different viewpoints: Consultant/Facilitator versus Manager/Leader Three roots of OC practice: 1. Management Advisory Services 2. Organizational Learning 3. Organizational Development Module 5: Strategy-Driven Approach: Importance, key elements, aligning organizational aspects, strategy, structure, processes, and culture. Module 6: Strategy hierarchy: Corporate strategy, Business strategy, Functional operational strategies, Dynamic strategies. Module 7: Strategic Management: Strategy formulation / SWOT, strategy maps, balanced score card, strategy execution / evaluation Part 3 Getting Started Chapter 8. Risks and Opportunities: The Business Rational for Sustainability Chapter 9. Positioning for the Future and the Present Natural Capitalism: Chapter 7: Muda, Service, and Flow 6

7 Week Four: April 19 th Three Consulting Approaches: 1. Expert Model 2. Doctor-Patient Model 3. Process Consultation Process Consulting - Practice Model by Edgard Schein The Process Consulting Approach Application and Interactive Exercises: - Guidelines for Process Consultants and the Psychodynamics of Helping - Three levels of Active Inquiry by Edgar Schein - Appreciative Inquiry by Cooperrider and Srivastva (1987) - Clients Speaking of Change and Relationship building with Clients - Coaching Key People by Alan Weiss - Ten guiding principles for successful process consultation by Edgar Schein Mary Joe Hatch: Brand and organizational change Module 5: Reports on green blog Project kick off: Natural Capitalism: Chapter 8: Capital Gains 7

8 Week Five: April 26 th Panel of experts: Organizational Change and Sustainability Module 1 discussion is linked to Module 2 topics and discussion. Effective organizational change practice - Leading versus facilitating change. Eight step model for Leading Change by John Kotter: - Establish a sense of urgency - Create a guiding coalition - Develop a Vision and Strategy for the Specific Change - Communicate the Change Vision & - Strategic Plan - Empower Employees for Broad - Based Action - Generate Short-Term Wins - Consolidate Gains and Produce more Change - Anchor the New Change in the Culture SEMCO case study Module 5: Power & Politics: Managing transitions and sustaining momentum Module 6: Project review: role play Natural Capitalism: Chapter 9: Nature s Filaments Chapter 10: Food for Life 8

9 Week Six: May 3 rd Sustainable Change: Cultural change and governance. The essence of culture change and Gleicher s Formula. Built to last - Successful Habits of Visionary Companies by James C. Collins and Jerry I. Porras Nike case study Module 5: Understanding and overcoming resistance to change. Module 6: Living Systems framework (Harder and Robertson) Module 7: Cultural Change & Governance framework by Bob Doppelt: - Governance Systems - a threepart interactive process - Sustainability governance - Sustainable culture-change Module 8: Leverage points for organizational transformation towards sustainability Natural Capitalism: Chapter 11: Aqueous Solutions Chapter 12: Climate Making Sense and Making Money. 9

10 Week Seven: Feb 18 th Sustainability and the triple bottom-line approach. Quadruple bottom-line paradigm Implications of sustainability for organizations, e.g. Arthur D. Little survey Business and the sustainability challenge Results of the Economist Intelligence Unit study Module 5: World Business Council for Sustainable Development Module 6: BMW case study Reserved for Project Work Natural Capitalism: Chapter 13: Making Markets Work Chapter 14: Human Capitalism Week Eight: Feb 25 th Wal-Mart case study Organizational change for sustainability or green organizational development Green OD : Change of Paradigm - Green OD vs. traditional organizational change efforts. Examples /Case studies: Social intrapreneurs creating change for sustainability an internal grass-root approach. Natural Capitalism: Chapter 15: Once Upon a Planet 10

11 Week Nine: March 4 th Leading change toward sustainability Overcoming seven sustainability blunders: Solutions and interventions by Bob Doppelt Summary Wheel of Change Toward Sustainability Comparison of Organizational Change Approaches with respect to Sustainability Reserved for Project Work Week Ten: March 11 th Large scale and complex global change efforts. Global case studies for large scale change, e.g. green supply chain. Industry change not organizational change, such as Automotive industry, Green Building / Construction Industry etc. Open systems approach, e.g. polymers and chemicals change industry Reserved for Project Work. 11

12 Week Eleven: March 18 th Summary of previous frameworks. Favorite topic revisited. Project Presentations Fieldtrip or Case Studies Work projects Success criteria & obstacles to progress Course Summary UCLA Extension Evaluation 12