Managing Individual and Organizational Change provides a unique behavioral psychology approach — presented in a discussion format — to leading, managing and driving lasting change at the individual, team and whole-organization levels. The program focuses on:
- Individuals - managerial roles responsible for leading, managing and driving the change process, with emphasis on the individual as both manager and a model of change; and
- Group and total-organization perspectives - including the roles of learning, creativity, innovation and diversity/differences in the change process, as well as reactive vs. proactive change
Participants come away with expanded change knowledge and skills, as well as a concrete plan of action for applying what they have learned to their workplaces and personal lives.
"Darden provided a remarkable environment and forum to foster a high level of encouragement and interaction that creates a genuine learning experience. The students, facility and staff all helped provide insights and add tools to my change management toolbox."
Manager, Operations Planning and Control
Northrop Grumman Corporation
"The program challenged us to avoid the 'status quo' trap. Being a leader is about taking risks that improve the organization's culture and performance. This course helps give purpose to the way you live your life and lead others."
Robert C. Rayl II
Western Area Sales Director
Molnlycke Health Care
"[Managing Individual and Organizational Change] brought light to elements of change that cannot be seen or touched although when applied, provide tools to promote change."
Manager, Non-Destructive Examination Services
This program is for any manager leading or facing change in the workplace, particularly:
- Executives responsible for planning and managing firm-wide changes in strategy and technology
- Managers and professionals seeking to improve their individual skills and abilities in adjusting to change in their work roles, firms and overall lifestyles
- Those tasked with managing culture changes within their businesses
Sample Participant Titles:
- Chief, Operations Support Branch
- Contract Specialist
- Managers (all areas)
- Procurement Analyst
- Senior Directors/Directors (all functions)
- Senior Leader Development Specialist
- Senior Project Manager
- SVPs/VPs (all functional areas)
Organizations Recently Represented:
- Alpha Natural Resources Inc.
- Brink's Inc.
- CarMax Inc.
- Chevron Corp.
- Clark Construction Group LLC
- Defense Contract Management Agency
- Department of Health and Human Services
- The Harvest Foundation
- Molnlycke Health Care
- National Student Clearinghouse
- Northrop Grumman Corp.
- Rimm-Kaufman Group LLC
- State Farm Insurance
- U.S. Army
- U.S. Navy
- Verizon Communications Inc.
Martin N. Davidson
Professor of Business Administration
Widely cited in the areas of leadership and diversity, Davidson has conducted research on four continents and is the author of the award-winning book The End of Diversity as We Know It: Why Diversity Efforts Fail and How Leveraging Difference Can Succeed, in which he discusses going beyond the usual "managing diversity" paradigm to "leveraging differences" to transform an organization. Davidson consults with Fortune 500 firms, government agencies and social profit organizations. He holds a Ph.D. in psychology from Stanford University.
Faculty Bio Page
Alexander B. Horniman
Killgallon Ohio Art Professor of Business Administration; Senior Fellow, Olsson Center for Applied Ethics
Horniman has been training ethical, mindful leaders for more than 45 years. His "Leading, Learning and Change" framework has inspired thousands to think differently about how they lead and influence others. A behavioral psychology and leadership specialist, he is the founding director of the Darden Olsson Center for Applied Ethics. Horniman served in the U.S. Army and as a special consultant to U.S. Secretary of Defense Robert McNamara, and has prior experience in the aviation industry. He holds a DBA from Harvard Business School.
Faculty Bio Page
Complete faculty information
Participants will return to the workplace with:
- A sharpened ability to manage personal change and change for others
- An enhanced capability to analyze, understand and manage change
- Development of social/psychological strategies for managing change
- Discovery of the self-management dimensions of change
- Understanding of the individual psychological and social aspects of change
- Recognition of the significance of principles and values in managing change
- Knowledge to differentiate between proactive and reactive change
- Understanding of the purpose and alignment of factors needed to effect organizational change