Change Management

• Organizational Development
• Digital Transformation Management

• Organizational culture, forms and change
• Intervention methods in change processes
• Forms of participation in change projects
• Large group methods and participative workshop methods and their areas of application for change and cultural change
• Internal and external communication in change projects
• Role and competencies of change agents and transformation coaches
• Coaching and consulting in change projects
• Leadership in transformations
• Leadership styles in different phases of a change process

Change management is the key to sustainable digital transformations and a central challenge of our modern VUCA world. The focus here is on change communication and the ability to plan a comprehensive change architecture including time/process, resource and method planning. The goal is for students to recognize the pitfalls in change processes and to plan and apply adequate measures.

The students

• are able to describe interactions of technical, human and organizational dimensions involved in digitalization.
• are able to reflectively describe the role of change agents and leadership in the context of different forms of digital transformation.
• are able to describe connections between project, program and change management.
• are able to discuss methods that support the creation of a digital mindset, appropriate values and a participative, congruent organizational culture.
• are able to comparatively assess different information and communication strategies and methods for transformation processes.
• are able to assess the success criteria and risks of change processes. Are able to work on real case studies with different concepts of change management and organizational development.
• are able to select and justify a processual and adequate approach and intervention methods including workshop and large group methods for exemplary, concrete digital change situations in an organization and subsequently implement and reflect on them.

• Lectures
• Case studies
• Discussions
• Presentation with feedback
• Integrated exercises
• free teaching discussions
• Group work

• Group presentation on a concrete digital transformation case from a change perspective (30%)
• Group work with planning of a change architecture and concrete intervention methods and time planning for exemplary, concrete (digital) change situations in an organization (70%)

For a positive grade, a minimum of 50% of the possible points must be achieved in each part of the examination.

• Cummings, Thomas G.; Worley Christopher G. (2018): Organization Development and Change. 11th ed. Boston: Cengage.
• Doppler, Klaus; Lauterburg, Christoph (2008): Change Management. Den Unternehmenswandel gestalten. 12. aktualisierte Auflage. Frankfurt/M.:Campus.
• Jorgensen, Hans-Henrik; Bruehl, Oliver; Franke, Neele (2014). Making change work...while the work keeps changing. How change architects lead and manage organizational change. Somers: IBM Institute for Business Value.
• Kauffeld, Simone (2015): Arbeits-, Organisations-und Personalpsychologie für Bachelor. Heidelberg: Springer
• Kotter, John P. (1996): Leading Change. Boston: Harvard Business School Press.
• Kriz, Willy C. (2017). Teamkompetenz als Schlüssel zur Organisationsentwicklung. In: H. Asselmeyer, & H. Roehl (Hrsg.), Organisationen klug gestalten. Kompetenzen für eine komplexe Welt (S. 328–333). Stuttgart: Schäffer-Poeschel.
• Pfannenberg, Jörg (2013). Veränderungskommunikation: So unterstützen Sie den Change-Prozess wirkungsvoll. Frankfurt/M.: Frankfurter Allgemeine Buch.
• Robbins, Stephen; Judge, Timothy; Campbell, Timothy (2017): Organizational Behaviour. 2nd ed. FT Publishing International.
• Senge, Peter (2001): Die fünfte Disziplin. Kunst und Praxis der lernenden Organisation. Stuttgart: Klett-Cotta.
• Vahs, Dietmar; Weiand, Achim (2013): Workbook Change Management: Methoden und Techniken. Stuttgart: Schäffer-Poeschel.

On-site/online course (application of tools) and online/on-site (coaching, input)