The different models, tools and exercises are designed to enable participants to be able to : - Carry out a diagnosis of an organisational change - Plan and build collectively different stages and key actions in the framework of change management - To step back from the reactions (including their own) to change, and to respond to the emotions and needs of their team in a change situation
The aim of the course is to enable participants to think and act in terms of supporting their organisational project(s).
3 axes will be explored: diagnosis, support and change management.
The objectives are as follows:
- Carrying out a diagnosis and a prospective evaluation in order to manage and support the change process
- Develop a reflective and critical posture with regard to the various contents presented, and in relation to one's professional actions
1. Change: definition and key issues
2. Diagnostic tools: Johnson's 'cultural web', force field analysis
3. Meaning and vision at the heart of the coaching process
4. Change management at different levels: organisation, team, individual
5. Monitoring and measurement tools
The assessment is based on the completion of an individual or paired paper of around twenty pages, proposing the analysis of a concrete case study experienced in its professional context. The analysis produced will be based on the theories and concepts seen in the course, in order to identify ways of understanding and acting on the case study. The work will require the collection of data within the organisation under study, the analysis of which will support the recommendations. Details of the content of the work will be communicated in the first class session The assessment does not include a defence of the work produced but feedback to each student on their final production.
Autissier, D. & Moutot, J-M (2015). Agile change. Transforming quickly and sustainably. Malakoff: Dunod.
Autissier, D. & Moutot, J-M (2016). Change management method: diagnosis, support, performance. 4th edition, Malakoff: Dunod.
Bareil, C. (2004). Gérer le volet humain du changement. Montreal: Les Éditions Transcontinental.
Foudriat, M. (2011). Sociologie des organisations. Paris: Pearson. Hatch, M. J. & Cunliffe, A.L. (2009). Organization theory. The value of multiple perspectives. Brussels: De Boeck.
Johnson, G. Scholes, K. Whittington & Fréry, F. (2008). Stratégique, 8th edition, Paris: Pearson.
Nizet, J. & Pichault F. (2001). Introduction to configuration analysis. From "one best way" to organisational diversity. Brussels: De Boeck.
| Training | Study programme | Block | Credits | Mandatory |
|---|---|---|---|---|
| Specialised Master in Computer Science and Innovation | Standard | 0 | 5 | |
| Specialised Master in Computer Science and Innovation | Standard | 1 | 5 |