1. Changing Organizations in Our Complex World 2. How to Lead Organizational Change: Frameworks 3. What to Change in an Organization: Frameworks 4. Building and Energizing the Need for Change 5. Navigating Change through Formal Structures and Systems 6. Navigating Organizational Politics and Culture 7. Managing Recipients of Change and Influencing Internal Stakeholders 8. Becoming a Master Change Agent 9. Action Planning & Implementation 10. Get and Use Data throughout the Change Process 11. The Future of Organizations and the Future of Change
Gene Deszca is professor emeritus of Business Administration and a former MBA director and associate director in the Lazaridis School of Business and Economics at Wilfrid Laurier University. He played a variety of leadership roles at Laurier, including the development and launch of the full-time, one-year MBA program, the executive MBA program, and the undergraduate international business concentration. He was instrumental in the development of the post-university professional accreditation programs for one of Canada's major accounting bodies and was a member of their national board of directors for several years. Gene loves working with students and the excitement of the classroom and continues to teach graduate and executive courses, both nationally and internationally, in organizational behaviour, leading organizational change, and international business. His consulting work follows similar themes for clients in both the public and private sectors, with a focus on framing and navigating organizational change and the development and delivery of executive programs to facilitate transition management. He is involved in two entrepreneurial initiatives which are in the process of scaling. The first involves software that simulates organizational disruption, for use in executive/management education (see changebydesign.com). The second organization focuses on the development and deployment of bundled hardware and software solutions (including blockchains), for use across a wide array of internet of things (IoT) applications, from smart factories to smart cities (see terepac.com). Gene is the author or coauthor of over 100 journal, conference publications/presentations, books, monographs, cases, and technical papers. These include the books Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, Toolkit for Organizational Change (1st ed.) and the articles Driving Loyalty Through Time-to-Value and Managing the New Product Development Process: Best-in-Class Principles and Leading Practices. He is an active case writer, and his current research focuses on organizational change and the development of high-performance enterprises. Cynthia Ingols is a Professor of Practice, School of Business, Simmons University, Boston MA. At the School of Business, she directs the internship program for undergraduate students and teaches courses in organizational change, career management, and leadership. Cynthia works extensively in the Business School's executive education programs where she leads Strategic Leadership for Women, a program with a global reach that strengthens the leadership skills and self-confidence of its international participants. In addition, she coaches women executives who seek interpretation of feedback from bosses, colleagues, and subordinates and then helps executives determine the actions that they might take to strengthen their leader-ship presence and effectiveness. Cynthia received her doctorate from the Harvard Graduate School of Education in Organization Behavior and a master's degree in Political Science from the University of Wisconsin-Madison. She taught Management Communication at the Harvard Business School (HBS), managed the 65-person Case Writing and Research staff at HBS, and taught qualitative methods courses at several Boston-area universities. She serves as an editorial member of the Case Research Journal. She has served on corporate boards for several organizations, including FOX RPM and Biosymposia. Cynthia focuses her consulting work in three areas: conducting diagnostic work to promote change in organizations; developing and teaching interactive executive education programs, particularly using cases and simulations; and coaching executives to enhance their leadership capacity and careers. Cynthia's re-search and publications follow similar lines. Her research on executive education programs has been pub-lished in leading journals, such as Harvard Business Review, Organizational Dynamics, and Training. Her research work on creating innovative organizational structures and change was published in the Design Management Journal. She has published numerous articles about careers in journals such as the Journal of Career Development and Human Resource Development Quarterly. She coauthored two books on career management: Take Charge of Your Career (2005) and A Smart, Easy Guide to Interviewing (2003). Cynthia joined the Tupper-Gene team to publish the second and third editions of Organizational Change: An Action-Oriented Toolkit (2012 & 2016). Tupper F. Cawsey is professor emeritus of Business, Wilfrid Laurier University. He served as editor, Case Research Journal, for the North American Case Research Association. He has served on several boards of directors and was chair, Lutherwood Board from 2003-2008. Tupper was recognized nationally in 2001 as one of Canada's top five business professors by receiving the Leaders in Management Education award, sponsored by PricewaterhouseCoopers and the National Post. He is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behavior Teaching Society, and the 1990 Wilfrid Laurier University "Outstanding Teacher Award." Tupper created the Case Track for the Administrative Sciences Association of Canada, a peer review process for cases. He is author or coauthor of over six books and monographs including, Toolkit for Organizational Change-1st Edition, Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, and several monographs including Control Systems in Excellent Canadian Companies and the Career Management Guide. Tupper has over 50 refereed journal and conference publications. In 2005, he received the Christiansen Award from the Kaufman Foundation and the North American Case Research Association (NACRA), and in 2007 his case, "Board Games at Lutherwood," won the Directors College Corporate Governance Award and the Bronze Case Award at the NACRA Conference. In 2009, his case, "NuComm International," won the Gold Case Award at the NACRA Conference.