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Organizational Behavior
Leveraging NetworksDemonstrates how the properties of your network affect your ability to derive benefits from it, building recognition that networking creates reciprocal value rather than purely self-interested gain. Builds the foundational social capital that low-power change agents need before they can build coalitions or exercise influence. Learning Objectives: Social network analysis, influence without authority, reciprocity, coalition building.
Total Time: 20–30 min
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Change Management
Power and InfluenceMove 19 stakeholders through the stages of awareness, interest, trial, and adoption while advancing the organization through mobilization, movement, and sustainment. Requires diagnosing power and urgency in context and applying the right sequence of credibility, political, technical, and cultural levers to overcome resistance.
Learning Objectives: Change management levers, stakeholder influence, urgency and power diagnosis, resistance management.
Total Time: 45–60 min
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Organizational Design
Evolving StructuresApply the seven dimensions of organizational structure, such as formalization, span of control, and centralization, to redesign a company for a matrix structure. Locks in a change initiative by giving it the formal structure and systems needed to become embedded rather than fade after rollout.
Learning Objectives: Organizational structure, structural redesign, change institutionalization
Total Time: 60–90 min
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