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Course Outline

Day One

Introductions and Overview

Individuals in Organizations

• Individual Differences and the influence of our management style

• Style: Myers Briggs Type Indicator (MBTI)

• Case: Donna Dubinsky and Apple Computer

Teams and Teamwork

• Group stages

• Types of Teams in Organizations

• Factors that influence success of teams

• Recognize team problems and why teams may not be operating at optimum capacity

• Developing team norms, trust, cohesiveness

• Fundamental Interpersonal Orientation of Behavior (FIRO-B)

• Case Study: The Team That Wasn't

Understanding How Organizations View Change—Diagnostic Models

Diagnosis for Organization Design

• Identifying the performance gap

• Data collection

• Diagnostic models

  1. Weisbord’s Six Box Model

  2. McKinsey 7 S’s

• Case: The Machinists’ Mutiny

Day Two

Changing the Game

• Three basic strategies to change

• Dimensions of change—Contemporary approaches and the employment contract

• Addressing resistance

• Why change programs don't produce change

• Case: Jan Carlzon: CEO at SAS

Return on Imagination

• Making a case for the strategic value of design in organizations

• Leveraging design to meet marketplace needs and address strategic business challenges

• How to influence by combining design thinking with strategic thinking and language

• Case: Charlotte Beers at Ogilvy and Mather

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