Crisis, Change and Creativity in Organisations
This module examines how organisations cope with crises and manage profound change. The complex cultural, political and ethical issues faced by change agents will be examined in detail. Consideration will be given to how managers can be better prepared for the unpredictability, unintended outcomes and possible harmful consequences of change. The module aims to provide an understanding of both particular approaches and techniques for managing change, and the limitations of these approaches/techniques when applied in practice. Particular attention is given to the role of the consultant in the change management process. This module is concerned with the development of transferable skills – you will act as facilitators on real organisational change problems using a variety of creativity techniques, thus enabling the students to operate as change agents.
Globalisation has been argued to be a driving force behind organisational change, and this idea is examined in this module from a critical perspective.
The module incorporates a practical, creative thinking, organization-based assignment where there is engagement with leaders of organizations undertaking change e.g. in the past, these have included Totnes Wines, Waitrose, and the National Consumer Agency.
Students acquire skills and techniques that enable them to manage change in practice, understand when/why to hire change management consultants and how to work with creative thinking techniques for problem solving.
The creation of sustainable and resilient organizations that enhance business, society and the environment is a key concern of this module.
Full module specification
|Module title:||Crisis, Change and Creativity in Organisations|
|Duration of module:||
Duration (weeks) - term 2: |
This module aims to examine how organizations cope with crises and manage profound change. The complex cultural, political and ethical issues faced by change agents will be examined in detail. Consideration will be given to how managers can be better prepared for the unpredictability, unintended outcomes and possible harmful consequences of change. The module aims to provide an understanding of both particular approaches and techniques for managing change, and the limitations of these approaches/techniques when applied in practice. The module aims to pay particular attention to the role of the consultant in the change management process. This module is concerned with the development of transferable skills – students will act as facilitators on real organisational change problems using a variety of creativity techniques, thus enabling the students to operate as change agents.
ILO: Module-specific skills
- 1. understand different approaches to the management of change
- 2. critically evaluate change concepts and techniques
- 3. identify the characteristics of different change programmes
- 4. understand change agent skills, and be capable of facilitating a change intervention
ILO: Discipline-specific skills
- 5. critically evaluate current management concerns in the areas of change management, crisis management and creativity and innovation management against the background of the body of organisation theory
ILO: Personal and key skills
- 6. review and critically assess academic literature and change management techniques
- 7. write concise and reflective essays
- 8. work in client relationship on change projects
- 9. work effectively in creative problem solving teams
- 10. make a poster presentation
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Scheduled Learning and Teaching||12||Lectures|
|Scheduled Learning and Teaching||5||Creativity Workshops|
|Scheduled Learning and Teaching||6||Poster Presentations|
|Guided Independent study||47||Reading and research|
|Guided Independent study||50||Essay writing|
|Guided Independent study||30||Group practical project|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Poster Presentation (Group of 5-6 students)||30||Poster||4-5, 10||Written and Verbal|
|Essay||70||3,000 words||1, 2, 3 & 5||Written feedback|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|Group work & Essay||Essay revised (100%)||1-5||Aug/Sep|
- Understanding organizational change
- Understanding and managing crises
- Difficulties: Culture, resistance and cynicism
- Communication, narration and change
- Consultancy and change
- Creativity and change
- Creative problem-solving workshop
- Group poster presentation
Indicative learning resources - Basic reading
A full reading pack is supplied to students for this module (on ELE)
Selected readings include:.
Alvesson, M. (2009) “Resisting resistance; counter-resistance, consent and compliance in a consulting firm”. Human Relations 2009 (62): 1115.
Driver, M. (2009) “From Loss to Lack: Stories of Organizational Change as Encounters with Failed Fantasies of Self, Work and Organization.” Organization 16: (3): 353–369
Sturdy, A. and Grey, C. (2003) “Beneath and beyond organizational change management: exploring Alternatives”. Organization, 10(4): 651-662
Grey, C. (2003) “The fetish of change”. Tamara: Journal of Critical Postmodern Organization Science, 2(2): 1-19
O'Leary, M., (2003) “From Paternalism to Cynicism: Narratives of a Newspaper Company”, Human Relations, 56 (6) p. 685-704
De Cock, C. 1996. “Thinking Creatively About Creativity”. Creativity and Innovation Management, 5(3): 204-211
King, N., & Anderson, N. 2001. Managing Innovation and Change: A Critical Guide for Organizations. London: Thomson. (chapters 2 & 3)
Module has an active ELE page?
Last revision date