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Seven modules from Nov. 2017 to April 2019

The academic development of the programme is overseen by a board of senior academic practitioners which meets regularly to discuss content and focus.

Typically around 20% of the programme is adapted each year to introduce new perspectives, methodologies, faculty and content.

This keeps the programme fresh and at the forefront of developments in  organisational change.

Seven 5-day modules

Nov-Dec 17

Module 1



Jan. 2018

Module 2



March 2018

Module 3



May 2018

Module 4



July 2018

Module 5



Sept. 2018

Module 6



April 2019

Module 7



Module 1 (Oxford )

Rethinking Change (28 November - 2 December 2017)

We live in a much more turbulent and unpredictable context, which has profound implications for our approach to change. How can we appreciate this context and develop organisations to anticipate and shape the future? How can we create a better quality strategic dialogue in complex multi-stakeholder environments?  How do our assumptions about change frame interventions?  Can social change challenges be met by conventional organisational and management approaches? How can organisations adapt to change?

In addition to addressing these fundamental questions, we will establish learning groups, introduce personal tutors and initiate work on self as change agent.

Themes covered:

  • approaches to understand the context of change
  • envisioning the future
  • engaging in strategic dialogue around change
  • aligning organisations to meet new strategic change challenges
  • reflecting on your assumptions about change
  • developing a collaborative learning approach

Module 2 (Paris )

Self as an Instrument for Change (23 - 27 January 2018)

As coaches and change agents, developing self-awareness is critical for successful change interventions. This module combines self-awareness, psychological skills and theory to develop an in-depth insight into the relational nature of effective consulting and coaching.  How can we use ourselves as instruments in the client engagement? What are the challenges and pitfalls and how can an authentic and effective helping relationship be created?  How to help individuals and organisations understand their ‘immunity to change’?

Themes covered:

  • change agents’ self awareness
  • dialogue in coaching and consulting
  • relational coaching and consulting
  • psychodynamics in coaching and consulting relationships

Module 3 (Oxford)

Resilience & Failure (20 - 24 March 2018)

Complexity theories challenge fundamentally our established assumptions about change.  In this module we explore complexity thinking and the implications for organisational and social change.  How should change agents intervene based on the ideas of complexity? What are the personal challenges involved in such work? How do psychodynamics shape systems change? How to work with fast moving technical change in complex social systems? What are the pitfalls? How can these be overcome? Working with positive deviants in systems to enable change.

Themes covered:

  • understanding complexity thinking and its implications for change
  • challenging traditional models of change
  • exploring new methodologies for intervening in complex social systems
  • design approaches to social and technical change
  • harnessing knowledge and innovation  in social systems for wider change

Module 4 (Paris)

Reflexive Change Agent (15 - 19 May 2018)

Organisational change challenges mindsets, mental maps and cognitive schema.  How can people and organisations renew and adapt mindsets to prosper in new contexts?  What cognitive traps and defensive mechanisms do individuals unknowingly deploy to resist change? How can change agents enable change in such contexts? How can the organisational conditions that support learning and adaptation be designed and developed? How can we harness the knowledge of individuals and groups to transform work and organisations?

These are some of the key questions addressed in a module that explores learning and adaptation at individual, group and organisational level. In parallel, participants will continue to work on themselves as change agents and develop their core area of research, supported by tutors.

Themes covered:

  • the cognitive paradigm and its implications
  • understanding barriers to learning at individual and collective levels
  • identifying approaches to overcome defensive routines and mechanisms at individual and collective levels
  • exploring intervention methodologies that harness knowledge and learning for innovation and change

Module 5 (Oxford)

Transforming Work (03 - 07 July 2017)

Noun or verb? Followers or leaders? A position or a relationship? Narcissism or empathy? Leaders and how they lead change generate many questions and dilemmas. In this module we take a multi-perspective tour around the topic and deepen our insight in how to work with leaders during change. What type of leadership approach is more effective in a world characterised by turbulence and ‘wicked problems’ ?  How do leaders personality and character shape change and how to work with different types of leaders? What do followers want from leaders? How can we think about power and its use in change? What does leading sustainably mean? What insights do feminist critiques on leading change generate?

Themes covered:

  • adaptive leadership
  • working with leaders in change processes
  • leading large scale change
  • the dark side of leadership and dealing with derailment
  • why people follow leaders
  • sustainable leadership
  • feminist perspectives on leading change

Module 6 (TBC)

Sustainable Change (18 - 22 September 2018)

Change is about future stories of ourselves, and the organisations we want to work in and transform. It is also about the old stories and narratives that have served well … until now. What is the new story about organisational change?  What is your new story about yourself as a change agent? In this module, we will be drawing on myth, story-telling and narrative approaches to organisational change. The arts and humanities can play a critical role in opening up dialogue around meaning, purpose, values and ethics.  This can help us address the fundamental question: what type of change agent do I want to be? 

In this module we work with narrative and story to integrate learning from the programme and participants personal development to explore their own futures as consultants and change agents. 

Themes covered:

  • narrative and story as a way of understanding organisations and change
  • changing stories, changing organisations
  • multifocal stories and change processes
  • story, identity and change
  • arts and humanities as change interventions

Module 7 (Paris)

Practicum in Consulting and Coaching for Change (09 – 13 April 2019)

Participants will have completed their fieldwork and written their dissertations. In this module, we consolidate this learning and build upon the fieldwork to draw out general principles shaping action research, reflective and reflexive practice. We explore how participants can sustain a theoretically sensitive but practically relevant approach to change in their own work.

The module draws on the experience of practitioner-scholars and how they sustain these two activities in a productive manner.

Themes covered:

  • becoming a reflective and reflexive practitioner
  • developing and sustaining your research
  • deepening insight into action research
  • consolidating learning
  • building a platform for the future

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