| Title | Managing Change: Design Management Perspective |
| Code | DSM6460 |
| School | RBS |
| Module Level | 6 |
| Module Code | DSM6460 |
| Available Summer | N |
| Semester | 1 |
| Credits | 15 |
| ECTS Credits | 7.5 |
| Contact Hours | 48 |
| Course Length (wks) | 12 |
| Course Leader | Dr. Noemi Sadowska |
| Lecturers | TBA |
| Course Aims | The module specifically aims to:
Develop an understanding of the process of change and resistance to change followed by its implications for all stakeholders.
Develop an understanding of the influence of changing constraints, technologies and social and business attitudes on the design process
Analyse the success of recent changes in business practices and design trends and the impact of leadership in determining their success
Develop the skills to synthesise desirable change strategies and effective implementation procedures.
|
| Course Content | Creative problem solving and analysis
Data collection and analysis
Written communication and oral presentation
Networking and negotiation skills
Giving and receiving feedback
Reflective thinking and writing
Planning innovation within budget, time and resource constraints
Lifelong learning through independent research, reflection, self and peer assessment
Empathy with emotions of others brought about through change
|
| Learning Outcomes | On completion of this module, students should be able to:
LO1 Critically discuss the processes and factors of change in design trends from a multidisciplinary perspective taking account of wider political, technological, economic, environmental and social influences.
LO2 Analyse and respond to past occurrences of change in design approaches as constraints, technologies and business priorities alter, subsequently enabling them to identify factors influencing likely directions for future change. This will enable them to develop tactical approaches for dealing with both predictable and less predictable changes as well as evaluate the success of these tactics or recommend alternatives.
LO3 Critically evaluate occurrences of change within different cultures taking into account the ‘human factor’ as part of this process, in order to observe how social and cultural context can effect and affect changes in design approaches.
LO4 Synthesize approaches to decision-making, strategy development and implementation in order to arrive at a ‘managing change toolkit’, taking into account the value of design as an alternative way to control risk, ambiguity and change.
LO5 Reflect on the process of applying their own arsenal of knowledge of causes and outcomes of change, whilst exploring diverse implementation of communication abilities and insightful presentation techniques.
|
| Presentation | Teaching will be through a combination of lectures, discussion based on videos and case studies and deep understanding and active learning processes including debates, hypotheticals (where students resolve/address a hypothetical situation) and other role play exercises. There will be an emphasis also on peer teaching through creative presentations of group assignments to classmates.
|
| Reading Recommended | BEACH, L. R. (2006) Leadership and the Art of Change. Sage Publications. USA
CARLOPIO, J (1998) Implementation: Making Workplace Innovation and Technical Change Happen. McGraw Hill,
DIAMOND, J. (2005) Collapse How Societies Choose to Fail or Survive. Allen Lane
DEAL, T. & KENNEDY, A. (2000) The New Corporate Cultures. Revitalizing the Workplace after Downsizing, Mergers and Reengineering. Texere
HOLLINS, W. & G. (1999) Over the Horizon Planning Products for Today and tomorrow. Wiley
MAU, B. (2004) Massive Change: A Manifesto for the Future Global Design Culture. Phaidon Press
OHMAE, K. (1995) The End of the Nation State-How Region States Harness the Prosperity of the Global Economy. Free Press, McMillan
RALSTON, S. J. (2005) The Collapse of Globalism and the Reinvention of the World. Penguin Viking.
RIFKIN, J. (1996) The End of Work. The Decline of the Labour Force and the Dawn of the Post Market Era. Tarcher Putnam.
RODDICK, A. (2000) Business as Unusual. Thorsons.
|
| Reading Required | KUSZ, J. P. (2005) When "Good" Design Means Responsible Design. Design Management Review. Vol. 16 No. 3 (pp 29-38)
MARZANO, S. (2005) People as a Source of Breakthrough Innovation. Design Management Review. Vol. 16 No. 2 (pp 23-31)
O'CONNOR, F. and COX, I. (2005) Sustainable Responsible Design; Insights from Wales. Design Management Review. Vol. 16 No. 3
SENIOR, B. (1997) Organisational Change. Financial Times. Prentice Hall.
|
| Pre-Requisites | DSM5200 Managing Design for Business |
| Asseseement Methods | Project A - Week 5 - 20% Project B - Week 10 - 20% Process Diary - Week 12 - 10% Examination - Exam Week - 50% |
| Weekly Schedule | Building an understanding and theorising the concept of change.
What types of change are there: predictable and non-predictable, evolutionary and frame breaking. What types of triggers can prompt change? Identifying factors promoting change such as effects of broad political, social, economic, environmental and social influences. In what way do such triggers prompt new design approaches?
Effects of organizational and national cultures on propensity for change and
Differentiating between organisational and national cultures within the context of change. How can change be implemented in cross-cultural/global/national context? What factors affect implementation of change in different organisational cultures? The effect of the ‘human factor’ on managing change.
Preparing for the unexpected
Forces promoting and opposing change – adopting support, countering opposition. Dealing with planned and unplanned change. Looking to design as a source of alternative tactics in dealing with change
Developing a toolkit of tactics/strategies in dealing with change
Considering the success rate of the already existing tactics in the business environment. Can design offer new ways of conceptualising change and providing business organisations with alternative strategies to deal with change?
Managing and leading
Discussing desirable traits and behaviours of effective leaders. Change roles in organizations – champion, sponsor, change agent, gate keeper, entrepreneur, (design) leader. Optimising leadership for different types of organization and different follower behaviours. Power and powerlessness – sources of power, responses of powerlessness
Project managing the change
Can change be seen as a project that is managed through planning, resourcing, costing, scheduling, and communication. Managing change within a design process. Change as problem solving – addressing underlying not superficial issues. Decision making processes
|