MindEdge Online Learning

Change Management

Change Management

Change Management provides graduate-level coverage of topics relevant to today’s professionals and leaders in a constantly changing environment. The course introduces learners to organizational culture and innovation, as well as the seminal change and innovation models of Lewin, Kotter, McKinsey, and others. The course also covers practical lessons in executing, measuring, selling, and supporting change across industries.

MindEdge’s Change Management content enhances skills in defining organizational culture and how an organization’s culture affects its ability and willingness to change, leading in times of change, choosing the appropriate change management model for the circumstances, executing change by fostering participation and using reward systems, diffusing resistance to change, overcoming creative barriers and encouraging an innovative environment, and using the tools and techniques in the course to improve entrepreneurial outcomes.


Module 1: The Question of Change and Innovation

  • Define organizational culture
  • Describe the types of organizational cultures (Quinn & Cameron’s four types: Clan, Adhocracy, Market, and Hierarchy; Johnson & Scholes’ Cultural Web)
  • Explain the role of leadership in shaping an organization’s culture
  • Describe the sources of change (technological, cultural, socioeconomic)
  • Discuss the nature and process of change (Bridges’ Transition Model; change curve; first, second, and third order change model)
  • Identify key characteristics of organizations open to change and innovation
  • Discuss why change management efforts succeed and why they fail
  • Explain the intersection between change and innovation efforts and institutional or organizational culture
  • Describe the role of leaders in developing a vision for change and innovation in their organization
  • Describe differences in cultural issues in a corporate, nonprofit, and public sector environment
  • Analyze and explain the issues for an organization facing change through a brief case study
  • Explain the need for cultural competency (valuing diversity and inclusion) especially in preparation for organizational leadership within a competitive global marketplace
  • Discuss the impact of sustainability issues on organizational cultures

Module 2: Change Management Models

  • Outline the factors involved in personal change, small group or team change, and organizational change
  • Explore a leader’s role in different kinds of change (anticipatory, reactive, crisis)
  • Describe Lewin’s Change Management model and its advantages and disadvantages
  • Describe Kotter’s Eight Step Change Management Model and its advantages and disadvantages
  • Describe McKinsey’s 7-S Model and its advantages and disadvantages
  • Discuss other models of change management (ADKAR, GE CAP, Cisco Change Roadmap)
  • Match change management models to specific scenarios
  • Discuss the concept of disruptive change (Christensen model)
  • Explore the role of a leader faced with disruptive change
  • Discuss the role of contingency planning in addressing change
  • Choose a change management approach for an organization based on a brief case study

Module 3: Executing Change

  • Identify the factors a leader or manager can employ to promote change
  • Outline the change initiative planning process
  • Discuss how change initiatives should be communicated
  • Explain the role of a leader in communicating change
  • Discuss methods to foster participation
  • Outline the role of training and support for change initiatives
  • Discuss how change initiatives should be measured
  • Explore the use of rewards (and punishment) in advancing change
  • Describe ways to sustain change through reinforcement
  • Discuss the leader’s role in sustaining change
  • Describe differences in executing change in corporate, nonprofit, and public sector environments
  • Describe the optimal execution of change management based on a brief case study

Module 4: Dealing with Resistance to Change

  • Discuss the high failure rate for change initiatives and explain the reasons behind these failures
  • Explain why resistance to change is so common
  • Describe the emotional and psychological issues surrounding change
  • Discuss passive and unconscious resistance to change that may be encountered
  • Discuss the role of leadership in addressing resistance to change
  • Describe Black‚Äôs and Gregersen’s mental mapping concept
  • Outline possible responses to barriers to change
  • Discuss successful change initiatives and the keys to their success
  • Describe differences in dealing with resistance to change in corporate, non-profit, and public sector environments
  • Outline steps for dealing with resistance to change based on a brief case study

Module 5: Models for Innovation

  • Explain the connection between creativity and innovation
  • Describe the four stages of innovation: preparation, incubation, illumination, execution (Amabile)
  • Understand how to deal with creative barriers for teams and organizations
  • Discuss the role of leadership in fostering innovation
  • Describe ways to make teams and organizations more open to creativity and innovation
  • Explain the differences between incremental, semi-radical, and radical innovation
  • Describe internal innovation tools such as idea champions, idea incubators, new venture teams and skunk works
  • Explain the process of moving from idea to commercialization
  • Understand the issues surrounding innovation in the public sector
  • Discuss methods to measure innovation (Davila, Epstein & Shelton)
  • Describe the Open Innovation model (Chesbrough)
  • Describe differences in fostering innovation in corporate, non-profit, and public sector environments
  • Outline methods to spur innovation in a specific organization based on a brief case study

Module 6: Entrepreneurial Innovation

  • Discuss the characteristics of an entrepreneur
  • Describe the eight stages of the entrepreneurial process
  • Discuss the discovery stage, idea assessment, and the corridor principle
  • Outline the market evaluation stage
  • Outline ways to structure the venture
  • Discuss the strategic planning process for an entrepreneur
  • Describe the operational and financial planning needed for a new venture
  • Outline how an entrepreneur develops and employs a business plan
  • Describe the options for funding the new venture
  • Discuss issues in implementing the plans for a new venture
  • Discuss social innovation and entrepreneurship
  • Discuss public sector entrepreneurship
  • Discuss intrapreneurship