Faculty
Professor Ella L. Bell
Objectives
The transformation of human systems (i.e.: companies, non-profits, communities, etc.) is a delicate, complicated and challenging endeavor. Our goal is this course is to comprehend the consultants multiple roles in this process. Two basic premises are explored throughout the course: (1) how consultants facilitate change in others; and (2) how change agents (consultants) along the way learn to change dimensions of themselves to truly make a difference in their work. Consultants learn early on that the hardest task for human beings and for organizations is change. Change forces people to step out of their comfort zones; to surrender everyday normalcy in both their professional and personal lives, and to embrace the unknown. On the individual level, the ability to change requires courage, integrity, behavioral adaptation and faith. On the organizational level, deep change requires building an authentic dialogue among all members, a redefinition of core values, re-visioning a vision for the collective good and finding methods to leverage the change. A consultant must find ways and use methods that facilitate both the individual and organizational dimensions of the change process.
Structure of the Course
The major work of this course is for each participant to assume the role of a consultant (change agent) and be involved in an individual change project and one team change project. The intention is for participants to become aware of the journey of self-change as a learning technique for understanding ways to facilitate change in others and in systems. The individual change project can be on any goal a participant desires to make in his/her personal life. A weekly progress report of one page is required starting from January 18, 2005 on the individual change projects. Individual change projects remain confidential between the student and the instructor. Final reports are due on March 10, 2005.
Participants will negotiate with others in deciding on the team consulting projects. A team project can be any goal participants wish to make happen at Tuck, Dartmouth, or the immediate Hanover area. Each consulting team will be responsible for implementing their goal. Teams will be organized during the first two class sessions. Teams can be anywhere from 3 to 8 participants. A weekly progress report of one to two pages is required from each team once the teams are up and running. Teams will present their achievements and learning lessons on March 7, 2005. Final written reports on team projects due on March 10, 2005.
This class is experiential combining fieldwork with classroom learning.
In class time, is devoted to: (1) understanding models and processes of adaptive change; (2) developing an enabling practice; (3) practicing using diagnostic and intervention tools; and (4) reviewing and processing team projects. Class time will also be used to work on consulting team projects. Outside of class students will be engaged when necessary in managing their team consulting projects.
Commitment to full participation and full attendance is expected and required to be admitted in this course.
Requirements
Lee Bolman and Terrence Deal, Leading with Soul: An Uncommon Journey
Of the Spirit.
Robert E. Quinn, Deep Change: Discovering the Leader Within
Edgar H. Schein, Process Consultation, Volume I: Lessons for Managers and Consultants, 2nd edition
Materials
For list of required books, see requirements.
Honor Code
In this class students will work in the spirit and behavior of Tuck’s Honor Principle. Our primary goal is to build a learning community where all participants can grow and develop in an atmosphere of integrity where "honest and imaginative academic work may flourish."
Grading
Successful Achievement of Personal Change Project 40%
Successful Implementation of Team Consulting Project 40%
Class Participation 20%
Schedule
January 10
Introduction and Overview
Course description and generate ideas for team
consulting projects. Discuss ideas of individual
change projects.
Leading with Soul
January 18
The Role of the Consultant in the Adaptive Change Process: Personal Change
Finalize team consulting projects
Deep Change
January 24
The Role of the Consultant in the Adaptive Change Process: Changing the Organization
Continuation of Deep Change
Janaury 31
Turning Change Targets Into Clients
Goffman, "On Face Work" (to be handed out in class)
February 7
Building Bridges: Knowing Your Stakeholders
Process Consultation
February 14
Consulting Team Processing
continue Process Consultation
February 21
Consulting Team Processing Continued
continue Process Consultation
February 28
Consulting Team Processing Continued
continue Process Consultation
March 7
Team Presentations: Lessons on Adaptive Change and Process Consultation
