Please note! Course description is confirmed for two academic years, which means that in general, e.g. Learning outcomes, assessment methods and key content stays unchanged. However, via course syllabus, it is possible to specify or change the course execution in each realization of the course, such as how the contact sessions are organized, assessment methods weighted or materials used.

LEARNING OUTCOMES

After completing the course, students are able to

  • Examine key concepts, frameworks and theories for understanding organizational change, change management and change communication
  • Analyze and evaluate practices and processes of communication through which change is made sense of and managed in organizations
  • Act as change agents by preparing, justifying and carrying out effective management and communication strategies for different contexts of organizational change

Credits: 6

Schedule: 27.10.2020 - 01.12.2020

Teacher in charge (valid 01.08.2020-31.07.2022): Kirsi Eräranta

Teacher in charge (applies in this implementation): Kirsi Eräranta

Contact information for the course (valid 01.10.2020-21.12.2112):

In 2020, the course will be held online in Zoom.

kirsi.eraranta [at] aalto.fi 

https://people.aalto.fi/kirsi.eraranta

CEFR level (applies in this implementation):

Language of instruction and studies (valid 01.08.2020-31.07.2022):

Teaching language: English

Languages of study attainment: English

CONTENT, ASSESSMENT AND WORKLOAD

Content
  • Valid 01.08.2020-31.07.2022:

    This course is based on the assumption that change is the normal condition of organizational life and that an effective communication system is the key to successful change management in all organizations. It is designed to provide students with conceptual frameworks and practical tools they need to manage and communicate organizational and strategic change and to excel as change agents. The course focuses specifically on what the managers need to know about the processes and practices of communication through which top-down initiated change projects and emergent change processes can be managed and coordinated in organizations. Topics covered in the course include e.g. types of organizational change; resistance to change; change management models; and communication approaches and strategies for managing change.

  • Applies in this implementation:

    1. Sessions (lectures, discussions, exercises, presentations) 9 x 3 h. Mandatory attendance on 27 Oct, 6 Nov, 13 Nov, 20 Nov & 1 Dec.
    2. Four response papers / individual work (10 % each, 40 % of course grade) 
    3. Change management and communication plan / group work (25 % of course grade) 

    4. Presentation of change management and communication plan / group work (15 % of course grade) 

    5. Reflective journal and team work evaluation sheet / individual work (20 % of course grade) 




Assessment Methods and Criteria
  • Valid 01.08.2020-31.07.2022:

    Class exercises and group discussions
    Response papers
    Group work
    Presentations
    Reflective journal

     

  • Applies in this implementation:

    Grading 1-5. In order to pass the course, the student will have to gain a “pass” from all assignments, and all assignments need to be submitted in time. The assessment of assignments is based on rubrics (see Assignments). Students are acquainted with the evaluation and feedback methods in the first class meeting.

Workload
  • Valid 01.08.2020-31.07.2022:

    Contact teaching 27 h
    Independent work 133 h
    Total 160 h (6 ECTS)

DETAILS

Study Material
  • Valid 01.08.2020-31.07.2022:

    A package of readings specified by the teacher.

  • Applies in this implementation:

    Compulsory readings

    - Barrett, D. J. (2002). Change communication: using strategic employee communication to facilitate major change. Corporate Communications: An International Journal, 7:4, 219-231.

    - Bisel, R. S. and Barge, J. K. (2011). Discursive positioning and planned change in organizations. Human Relations 64:2, 257–283. 

    - Cornelissen, J. P., Holt, R., and Zundel, M. (2011). The Role of Analogy and Metaphor in the Framing and Legitimization of Strategic Change. Organization Studies 32:12, 1701–1716. 

    - Ford, J. D., Ford, L. W. and D’Amelio, A. (2008). Resistance to change: the rest of the story. Academy of Management Review 33:2, 362-377.

    - Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review. March-April 1995, 59-67.

    - Lewis, L. K. (2014). Organizational Change and Innovation. In Putnam, Linda L. and Mumby, Dennis K. (Eds), The SAGE Handbook of Organizational Communication: Advances in Theory, Research, and Methods. Third edition. Thousand Oaks, CA: Sage, 503-524.

    -Lewis, L. K. and Russ, T. L. (2012). Soliciting and Using Input During Organizational Change Initiatives: What Are Practitioners Doing? Management Communication Quarterly 26:2, 267–294

    -Sonenshein, S. (2010) We’re changing—or are we? Untangling the role of progressive, regressive, and stability narratives during strategic 
change implementation. Academy of Management Journal 53:3, 477–512. 

    - Stouten, J., Rousseau, D. M. and De Cremer, D. (2018). Successful organizational change: integrating the management practice and scholarly literatures. Academy of Management Annals 12:2, 752-788.


    Recommended readings

    - Caldwell, R. (2003) Models of Change Agency: A fourfold Classification. British Journal of Management 14, 131-142. 

    - Mantere, S., Schildt, H. A. and Sillince, J. A.A. (2012) Reversal of Strategic Change. Academy of Management Journal 55:1, 172-196.

    - VanDeVen, A.H. &Poole, M.S.(1995) Explaining development and change in organizations. Academy of Management Review 2:3, 510-540. 



Substitutes for Courses
  • Valid 01.08.2020-31.07.2022:

    [Master's Program in Corporate Communication: The course on Managing Corporate Communication (75E00100) is not available anymore. Instead students take the course on Change Management and Communication (77E27000).]

Registration for Courses
  • Valid 01.08.2020-31.07.2022:

    via WebOodi

  • Applies in this implementation:

    All plagiarism and other violations against ethical standards will result in disciplinary action. For more details see Aalto University Code of Academic Integrity and Handling Thereof. Moreover, the principle is that each team makes sure that all team members contribute to the team work process and outcomes. If there is a problem with lack of contribution, please consult the teacher. In case all other team members agree, it is possible to give a particular team member a lower grade than the others, or fail him/her altogether. Please make use of this possibility, if necessary.

SDG: Sustainable Development Goals

    16 Peace and Justice Strong Institutions

FURTHER INFORMATION

Further Information
  • Valid 01.08.2020-31.07.2022:

    Priority list:
    1. MIB students
    2. MIB minor students
    3. Other BIZ students
    4. Other Aalto students

    Attendance at the first lecture is mandatory.

  • Applies in this implementation:

    All plagiarism and other violations against ethical standards will result in disciplinary action. For more details see Aalto University Code of Academic Integrity and Handling Thereof. Moreover, the principle is that each team makes sure that all team members contribute to the team work process and outcomes. If there is a problem with lack of contribution, please consult the teacher. In case all other team members agree, it is possible to give a particular team member a lower grade than the others, or fail him/her altogether. Please make use of this possibility, if necessary.

Details on the schedule
  • Applies in this implementation:

    Preliminary schedule, may be subject to change

    Date
    Session/assignment
    Specification
    Tue 27.10.
    Introduction

    Practical info & forming teams (mandatory attendance)
    Thu 29.10.*DL Response paper 1
    Lewis (2014)
    Tue 3.11.
    Change in organizations

    Visitor: Salla Ketola, VP, Commercial Operations at Passenger Traffic, VR Group Oyj
    Thu 5.11.*DL Response paper 2
    Stouten et al. (2018) 
    Fri
    6.11.
    Facilitation workshop
    Facilitation exercises + peer feedback
     (mandatory att.)
    Tue 10.11.
    Managing change
    Visitor: Erja Klemola, Senior Advisor, Sofigate
    Thu 12.11.*DL Response paper 3
    Choose Bisel & Barge (2011) OR Lewis & Russ (2012) 
    Fri 13.11.
    Writing workshop 

    Written exercises + peer feedback 
    (mandatory attend.)
    Tue 17.11. 
    Communicating change

    Visitor: Kia Haring, VP, Head of Communications and Sustainability, TietoEVRY
    Thu 19.11.
    *DL Response paper 4

    Choose Sonenshein (2010) OR Cornelissen et al. (2011) AND Ford et al. (2008)
    Fri 20.11.Meeting workshop

    Oral exercises & peer feedback 
    (mandatory attendance)
    Tue 24.11.
    Making sense of change

    Visitor: Aleksi Soini, Doctoral Candidate, Aalto University
    Mon 30.11.
    *DL Presentation slides

    Tue 1.12.
    End of course

    Group presentations (mandatory attendance)
    Mon 7.12.

    *DL Change management and communication plan
    Fri
    11.12.    

    *DL Reflective journal and group work evaluation sheet