Dr Ishan Jalan

This course is available on the MSc in Behavioural Science, MSc in Human Resources and Organisations (Organisational Behaviour), MSc in Organisational and Social Psychology, MSc in Psychology of Economic Life, MSc in Social and Cultural Psychology and MSc in Social and Public Communication. This course is available with permission as an outside option to students on other programmes where regulations permit.

What is Organizational Development? Organizational Development (OD) is a field of study and practice that focuses on facilitating planned change efforts and interventions, with a view to improve an organisation’s effectiveness, health, and performance.  Drawing from a range of theories, OD adopts a systemic approach to consider both the ‘hard’ and the ’soft’ elements of an organisation, and in doing so, it undertakes a deep analysis of needs and goals to help organisations understand their current state, and work towards their desired future state.

Why is Organizational Development important? Organisations are now operating in an increasingly complex, dynamic, and ever-changing environment which raises significant challenges for leadership and management. To confront these changes, organisations need to become nimble, innovative, and effective if they are to survive and thrive. 21st century organisations therefore require more flexible organisational structures, new types of leadership and new ways of managing. OD can help organizations navigate this difficult terrain, adapt, and stay competitive.

This course explores the management of organisational change and development from a theoretical and practical perspective. While the course is strongly informed by key theoretical frameworks, OD comes into its own in application. Students will be actively encouraged to relate key OD theoretical perspectives to current organisational challenges using interactive case studies and in-class activities. The aim of the course is, therefore, twofold: first to explore theories and concepts that underpin OD and second, to learn how to apply OD through practical hands-on experience. In seminars and workshops students will gain experience on drafting organizational change interventions, thinking about their implementation, and evaluating their potential impact in organised contexts.

10 hours of lectures and 10 hours of seminars in the WT.

Students will be expected to produce 1 essay in the WT.

Detailed references and class topics are distributed in the first lecture of the series. The following represents key readings covering some of the topics discussed in the course:



• Carr, A., & Gabriel, Y. (2001). The psychodynamics of organizational change management an overview. Journal of Organizational Change Management, 14(5), 415-421.

• Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.

• Argyris, C. (2008). Teaching smart people how to learn. Harvard Business Review Press.

• Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

• Deszca, G., Ingols, C., & Cawsey, T. F. (2019). Organizational change: An action-oriented toolkit. Sage Publications.

• Gallos, J. V. (2006). Organization development: A Jossey-Bass reader. Jossey-Bass.

• Weick, K. E. (1995). Sensemaking in organizations (Vol. 3). Sage.

• Porras, J. I., & Robertson, P. J. (1992). Organizational development: Theory, practice, and research. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (pp. 719–822). Consulting Psychologists Press.

Essay (100%, 3000 words) in the ST.