BMGT8614 UNIT 1-10 DISCUSSIONS AND ASSIGNMENTS

BMGT8614 UNIT 1-10 DISCUSSIONS AND ASSIGNMENTS

Unit 1

 

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  • PRINT
  • Systems Philosophy and Systems Thinking

INTRODUCTION

In this unit, you will explore systems philosophy by examining how “the game is evolving” (Gharajedaghi, 2011, p. x). You will learn about shifts in understanding the nature of the organization as well as the nature of inquiry in complex, dynamic organizations.

TOGGLE DRAWERHIDE FULL INTRODUCTION

You will then explore systems thinking and its foundational principles. You will consider systems from mechanical, biological (organismic), and sociocultural perspectives, and explore the analytical versus the systems approach to organizational challenges.

The activities in this unit are intended to help you develop an understanding of the relationship between systems thinking and how leaders view the organization and modes of inquiry. In addition to the assigned readings, you will read two journal articles of your choice to enable a more personal and informed narrative to the discussion questions, assignments, and your final paper.

Reference

Gharajedaghi, J. (2011). Systems thinking: Managing chaos and complexity: A platform for designing business architecture (3rd ed.). Burlington, MA: Elsevier.

LEARNING ACTIVITIES

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[u01s1] Unit 01 Study 1

Studies

Readings

Use the Capella University Library to read the following:

Media

Click General Features of Complex Systems to view a diagram of complex systems, which involve many dynamically interacting components that give rise to numerous levels or scales exhibiting common behaviors. Complex systems demonstrate emergent behavior that cannot be simply inferred from the behavior of the components.

Optional Readings

Use the Capella library to read the following articles, which present foundational information still relevant for contemporary leaders. These and other optional course readings may provide inspiration and direction for a future dissertation topic.

In addition to these readings, read two journal articles related to systems thinking to add a more personal and informed narrative to the discussion in this unit. If you need assistance, refer to the Capella library resource How Do I Find Peer Reviewed Articles?

Suggested Internet Resources

Use the Internet to view the following YouTube videos:

Learning Components

This activity will help you achieve the following learning components:

    • Examine how systems thinking challenges leaders to use new ways of viewing the organization.
    • Research complex adaptive systems theory.
  • Toggle Drawer

[u01d1] Unit 01 Discussion 1

The Disruptiveness of Systems Thinking

In this unit, you read two chapters on systems thinking philosophy and theory. You also examined the dual challenge of paradigm shifts facing leaders of organizations today, both in terms of our conception of an organization and in our assumptions regarding inquiry.

Based on your readings and current understanding, choose two principles of systems thinking theory from Chapter 2 that would help a leader manage these shifts in his or her organization. Analyze these principles from the perspective of disruption in the organization, toward the goal of creating change and innovation.

Prepare your initial post by referencing the assigned readings as well as other theoretical, empirical, or professional literature to support your observations and conclusions. Your initial post should be 250–500 words and follow APA guidelines for in-text citations and references.

Response Guidelines

Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking.

Note: For this course, the instructor will use an amplified version of the standard Discussion Participation Scoring Guide to evaluate your discussion participation. You are to collaborate and build threads in discussions, engaging in a respectful back-and-forth of substantive dialogue. Replies to colleagues must be well argued and supported with scholarly sources and practice.

Read the Amplified Discussion Participation Scoring Guide to learn more about how your discussion participation will be evaluated.

Learning Components

This activity will help you achieve the following learning components:

    • Apply doctoral level skill in critical thinking, research, and writing.
    • Analyze key principles of systems theory.
    • Analyze the use of systems thinking to facilitate innovation and change in complex organizations.

Resources

Unit 2

 

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  • PRINT
  • Organizations as Sociocultural Systems and Cultures

INTRODUCTION

Researchers have explored organizations from many perspectives over the years. Unit 2 focuses on developing an understanding of organizations as cultures and social systems; you will study organizations from a sociocultural perspective. The cultural dynamics model provides a framework within which to explore the dynamism of organizational cultures (Hatch, 1993). Hatch highlights how the continuous cycle of interaction, meaning-making, and action influences the developing and sustaining of organizational culture.

TOGGLE DRAWERHIDE FULL INTRODUCTION

LaPointe (1998) considers how social systems require change to cope with the rapidly changing, complex world in which we live. LaPointe suggests that we should consider how social systems affect actors working in them and how to design systems that provide quality of life for those people. He provides an interesting exploration of questions such as:

    • Which important qualities of human nature should designers take into account when designing more humanistic social systems?
    • Which systems types are reasonably compatible with certain important qualities of human nature, particularly those necessary for productive human functioning?
    • What is an example of a model of design inquiry useful for the humanistic design of democratic social systems?

Goldspink and Kay (2004) investigate the relationship between the interactions of individuals in the system and the phenomena resulting from those interactions. This reading is intended to develop your critical thinking in the important area of causality.

Braathen (2016) will challenge you to examine the concept of paradox, as he states that this may be “…ground zero for disciplined speculation that forces individuals, organizations, and societies to challenge normality and existing mental frames” (p. 1).

Finally, Gharajedaghi (2011) looks at the sociocultural system from a systems thinking perspective, examining the concept of self-organization. He goes on in Chapter 4 to address development as a core concept of a systems view of organizations and the world.

References

Braathen, P. (2016). Paradox in organizations seen as social complex systems. Emergence: Complexity & Organization18(2), 1–14.

Gharajedaghi, J. (2011). Systems thinking: Managing chaos and complexity: A platform for designing business architecture (3rd ed.). Burlington, MA: Elsevier.

Goldspink, C., & Kay, R. (2004). Bridging the micro-macro divide: A new basis for social science. Human Relations57(5), 597–618.

Hatch, M. J., (1993). The dynamics of organizational culture. Academy of Management Review18(4), 657–693.

LaPointe, G. (1998). Human nature, humanistic social systems, and design. Systems Research & Behavioral Science15(3), 193–208.

LEARNING ACTIVITIES

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[u02s1] Unit 02 Study 1

Studies

Readings

Use the Capella library to read the following:

Although the following articles are a bit dated, the information in each is still relevant today and may provide inspiration and direction for a future dissertation topic.

In addition to these readings, select and read two journal articles related to organizations as sociocultural systems to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? if you need assistance.

Learning Components

This activity will help you achieve the following learning components:

    • Analyze how leadership views on culture and values impact innovation and change in the organization.
    • Analyze the use of holistic thinking by leaders in complex adaptive systems.
    • Examine how systems thinking challenges leaders to use new ways of viewing the organization.
  • Toggle Drawer

[u02d1] Unit 02 Discussion 1

Designing Social Systems

The readings in this unit focused on organizations as sociocultural systems and the role of culture in these systems. The readings also explored the core concept of development in organizations and the world.

Based on your readings and study, which key principle must leaders consider when designing social systems to meet the demands of complex organizational environments? Be sure to discuss your rationale for your choice, including the effect this principle has on the entire system. Support your discussion with references to and citations from your readings that adhere to APA guidelines.

Your post should consist of 250–500 words.

Response Guidelines

Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking.

Refer to the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

    • Analyze how leadership views on culture and values impact innovation and change in the organization.
    • Examine how systems thinking challenges leaders to use new ways of viewing the organization.
    • Apply culture and social systems theory to organizations.

Resources

Unit 3

 

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  • PRINT
  • Leading Complex Adaptive Systems

INTRODUCTION

Unit 3 focuses on organizations as complex adaptive systems (CAS) and the role of the leader in managing change and addressing wicked problems in these organizations.

TOGGLE DRAWERHIDE FULL INTRODUCTION

Paul Lawrence’s (2015) article challenges the implication in the change management debate that most change interventions in complex systems are unsuccessful. His exploratory study asserts that leaders do have some success when they are aware of the limitations of more traditional models and instead approach change and problems from a more holistic approach.

The readings in this unit will expose you to chaos theory, help you understand complex adaptive systems, let you examine research that provides leaders with practical models for managing chaos, and apply systems thinking to complex adaptive systems through holistic thinking.

Reference

Lawrence, P. (2015). Leading change – insights into how leaders actually approach the challenge of complexity. Journal of Change Management15(3), 231–252.

LEARNING ACTIVITIES

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[u03s1] Unit 03 Study 1

Studies

Readings

Use the Capella library and the Internet to read the following:

In addition to these readings, read two journal articles related to leading complex adaptive systems to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? if necessary.

Optional Readings

Although the following articles are a bit dated, the information in each remains relevant and may provide inspiration and direction for a future dissertation topic.

Optional Internet Resources

Learning Components

This activity will help you achieve the following learning components:

    • Examine how systems thinking challenges leaders to use new ways of viewing the organization.
    • Assess how leaders approach complexity and chaos in managing change in organizations.
    • Analyze the use of systems thinking to facilitate innovation and change in complex organizations.
  • Toggle Drawer

[u03a1] Unit 03 Assignment 1

Evaluating Complex Adaptive Systems

Preparation

Review the readings you have completed for Units 1-3, along with the articles you have collected for each unit. You will use these to support your work on this assignment.

Assignment Requirements

Complete the following:

    • Evaluate the role of systems thinking in terms of holistic thinking and interdependence in complex organizations.
    • Analyze the challenges for leaders of the dual shift in terms of how we conceive of organizations and our methods of inquiry.
    • Evaluate the role of the leader in managing change in complex adaptive organizations based on the challenges you analyzed.

Your paper should be organized into three sections (one for each bullet point) of relatively equal length. Use headings and subheadings appropriately. You may include graphs or diagrams in appendices, if they are pertinent and well explained.

Support each section of your paper using the unit readings as well at least three additional scholarly or reputable industry resources. Adhere to APA guidelines for all in-text citations and references.

Additional Requirements

    • Include a title page and reference page.
    • 4-5 pages not including title page, reference page, or appendices.
    • A minimum of 5 scholarly resources. Your resources should all be recent (within the last 3-5 years) and appropriate.
    • Use Times New Roman, 12 pts., double spaced.

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.

Resources

[u03d1] Unit 03 Discussion 1

Applying Complex Adaptive Systems Theory

In the case study in the Unit 3 readings, “Recasting the Role of CEO: Transferring the Responsibility for Change: How Leaders Can Tap the Creative Energy of Employees,” Nayar made several significant changes that altered the way HCL Technologies functions.

Which factor had the most significant impact? From a complex adaptive systems theory perspective, explain the effects that this change had on the system and why.

Support your discussion with references to and citations from your readings. Be sure you adhere to APA guidelines for citations and references.

Your post should contain 250–500 words.

Response Guidelines

Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking.

Refer to the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

    • Examine how systems thinking challenges leaders to use new ways of viewing the organization.
    • Examine the relationship between systems thinking and complexity theory.

Resources

Unit 4

 

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  • PRINT
  • Complexity Theory: Introduction

INTRODUCTION

Unit 4 focuses on developing an understanding of complexity theory and its application to leading innovation in complex adaptive organizations. Complexity theory is the most recent development to emerge from the natural science and systems thinking field.

TOGGLE DRAWERHIDE FULL INTRODUCTION

In 1972, meteorologist-mathematician Edward Lorenz devised the theoretical concept—popularly known as the “butterfly effect”—that a butterfly flapping its wings could trigger a distant hurricane several weeks later. The notion that something small can set off something big and unpredictable has become a philosophical contention in complexity theory. Complexity theory is clear that while we know the past, the future is impossible to forecast. Applying this thinking to leadership in complex organizations offers much in the way of looking at familiar problems in management.

The readings in this unit will also expose you to several more recent works in the area of complexity from Davis (2015), exploring social complexity theory and the relationship to leadership mind-sets, to Smith & Tracey (2016), who examine the use of institutional complexity and paradox theory.

References

Davis, H. (2015). Social complexity theory for sense seeking: Unearthing leadership mindsets for unknowable and uncertain times. Emergence: Complexity & Organization17(1), 1–14.

Lorenz, E. N. (1972). Predictability: Does the flap of a butterfly’s wings in Brazil set off a tornado in Texas? [Academic paper, American Association for the Advancement of Science 139th Meeting]. Retrieved from http://www.eaps4.mit.edu/research/Lorenz/Butterfly_1972.pdf

Smith, W. K., & Tracey, P. (2016). Institutional complexity and paradox theory: Complementarities of competing demands. Strategic Organization14(4), 455–466.

LEARNING ACTIVITIES

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[u04s1] Unit 04 Study 1

Studies

Readings

Use the Capella library to read the following:

In addition to these readings, read two journal articles related to complexity theory to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? if necessary.

Optional Readings

Optional Internet Resources

Learning Components

This activity will help you achieve the following learning components:

    • Examine the relationship between systems thinking and complexity theory.
    • Research the application of systems thinking principles in complex adaptive organizations.
  • Toggle Drawer

[u04d1] Unit 04 Discussion 1

Complexity Theory and Leading Innovation

After completing the required unit readings, including the articles on complexity theory you found, respond to the following:

    • What are the organizational barriers to a leader’s ability to use a systems mind-set to unlock the black box between system input and system output?
    • What models might a leader use with complexity theory to encourage disruptive innovation in his or her organization?

Provide a rationale for your responses, supporting your discussion with APA-formatted references to and citations from your readings.

Your post should be 250–500 words.

Response Guidelines

Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking.

Refer to the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

    • Explain how a leader might use complexity theory to encourage disruptive innovation.
    • Explain how leaders might apply systems thinking principles to make their organizations more adaptive and agile.

Resources

Unit 6

 

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  • PRINT
  • Organizational Structure and Design

INTRODUCTION

In Unit 6, you will examine the structure and processes of complex adaptive organizations as well as design thinking as a systems methodology (Gharajedaghi, 2011).

TOGGLE DRAWERHIDE FULL INTRODUCTION

A major topic in the management literature is how organizations adapt to their environments. Population ecologists advocate the death of all firms. Neo-institutional theorists highlight the difficulty that organizations have in changing. Strategic-choice theorists promote the ability of organizations to change and adapt to their environments. In today’s complex environments, which theorists and models are most suitable to create adaptive, innovative organizations?

Think back to Unit 3, which addresses the transformation of HCL Technology’s organizational structure as led by CEO Vineet Nayar, who realized that a vertical organizational structure was no longer viable if HCL was to remain competitive. To design innovative organizations, leaders must be willing to assess their structures and processes, and make changes necessary to ensure success.

Much of the course readings thus far have provided theories, concepts, and practitioner models to help develop your critical thinking process on leading complex adaptive organizations. In this unit, you will synthesize these concepts with the current readings to evaluate the structure and processes of organizational design to create innovation in complex environments.

Reference

Gharajedaghi, J. (2011). Systems thinking: Managing chaos and complexity: A platform for designing business architecture (3rd ed.). Burlington, MA: Elsevier.

LEARNING ACTIVITIES

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[u06s1] Unit 06 Study 1

Studies

Readings

Use the Capella library to read the following:

In addition to these readings, read two journal articles related to design thinking and organizational design to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? if necessary.

Optional Readings

Learning Components

This activity will help you achieve the following learning components:

    • Analyze the way leaders design structures and processes of an organization.
    • Research organizational design.
    • Examine how the structures and processes of an organization can be used to manage change and create innovation.
  • Toggle Drawer

[u06a1] Unit 06 Assignment 1

Designing Complex Adaptive Systems

Preparation

Review the assigned readings from Units 4-6 as well as your researched articles. You will use these resources to support your work; be sure you include both theoretical and practical application literature in this assignment.

Requirements

Complete the following:

    • Analyze how organizational leaders can use complexity theory to understand the mechanisms that drive the innovation process.
    • Analyze network theory and its application to pluralistic or collective leadership in complex adaptive organizations.
    • Evaluate how a leader designs organizational structures and processes to successfully manage and create innovation.
    • Analyze the application of systems thinking principles by a leader to make an organization more adaptive and agile.

Organize your paper into four sections (one for each bullet point) of relatively equal length. Use headings and subheadings appropriately. You may include graphs or diagrams in appendices if they are pertinent and well explained.

Support each section of your paper using the unit readings as well at least three additional scholarly or reputable industry resources. Adhere to APA guidelines for all in-text citations and references.

Additional Requirements

    • Include a title page and reference page.
    • 4-6 pages not including title page, reference page, or appendices.
    • A minimum of 5 scholarly resources. At least 3 of these must be from your own research. Your resources should all be recent (within the last 3-5 years) and appropriate.
    • Use Times New Roman, 12 pts., double spaced.

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.

Resources

[u06d1] Unit 06 Discussion 1

Feedback

This discussion is designed to provide you with feedback on the clarity of your interpretation and communication of the use of systems thinking to lead organizations.

Through Unit 6, the course has covered several knowledge areas that include analyses of:

    • Systems theory and systems thinking, and how these concepts challenge leaders to use new ways of viewing the organization.
    • Organizations as sociocultural systems (organizational culture), and how this creates innovation.
    • The ways in which complex adaptive theory informs the role of leadership in change management and innovation.
    • Complexity theory and ways in which leaders use this theory to encourage disruptive innovation in their organizations.
    • Network theory and how this theory informs new views of leadership to manage change and create innovation in complex adaptive systems.

For this discussion, choose one of these areas and prepare a 5–6 slide PowerPoint presentation in which you use several points to form a cohesive and logical statement about leading organizational systems. Provide a rationale for your assertions with credible support. Use the speaker notes section of each slide to expand your talking points and include a slide with your APA-formatted references.

Post your presentation as an attachment.

Review the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

    • Explain how a leader might use complexity theory to encourage disruptive innovation.
    • Explain how leaders might apply systems thinking principles to make their organizations more adaptive and agile.
    • Analyze the way leaders design structures and processes of an organization.
    • Explain the relationship between network theory and pluralistic leadership.
    • Apply knowledge of correct use of APA style.
    • Use feedback from instructor and peers to improve writing skills.

Resources

Unit 7

 

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  • PRINT
  • Leading Adaptive Organizations

INTRODUCTION

Unit 7 focuses on leading adaptive organizations in complex environments. You will apply and expand past readings on complexity and design thinking to consider the leader’s role in using adaptive design in organizations. In their article on adaptive design, Bernstein & Linsky (2016) state that “adaptive leadership involves the paradoxical embrace of relentless optimism about the prospect for changing the world and the brutal realism about the obstacles to doing so” (p. 52). The article is written by an expert in design thinking and one on adaptive design. They ultimately argue that leaders can be successful by integrating these two practices to manage change and create disruptive innovation.

The activities in this unit will also help you examine the role of theory in assessing an organization’s capacity to adapt and to create innovation.

Reference

Bernstein, M., & Linsky, M. (2016). Leading change through adaptive design. Stanford Social Innovation Review14(1), 48.

LEARNING ACTIVITIES

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[u07s1] Unit 07 Study 1

Studies

Readings

Use the Capella library to read the following:

Although the following articles are a bit dated, the information in each remains relevant and may provide inspiration and direction for a future dissertation topic.

In addition to these readings, read two journal articles of your choice related to leading change to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? if you need assistance.

Optional Readings

    • Guarana, C. L., & Hernandez, M. (2015). Building sense out of situational complexity: The role of ambivalence in creating functional leadership processes. Organizational Psychology Review5(1), 50–73.
    • Osbor, R., & Hunt, J. (2007). Leadership and the choice of order: Complexity and hierarchical perspectives near the edge of chaos. The Leadership Quarterly18, 319–340.

Learning Components

This activity will help you achieve the following learning components:

    • Examine how theory and design can be used together to create innovation.
    • Explain how leaders in complex organizations can use adaptive design.
    • Research the use of adaptive design in complex organizations.
  • Toggle Drawer

[u07d1] Unit 07 Discussion 1

Organizational Adaptation and Leadership

The readings in this unit focus on theory and practical design to create and lead adaptive organizations in complex and chaotic environments.

    • How does theory inform leadership practice from an adaptive design perspective?
    • What factors must leaders consider when managing change to adapt to chaotic internal and external environments?

Provide a rationale for your responses, supporting your discussion with references to and citations from your readings. Be sure you adhere to APA guidelines for citations and references.

Your post should be 250–500 words.

Response Guidelines

Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking.

Review the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

    • Explain how leaders in complex organizations can use adaptive design.
    • Explain the theory behind adaptive design in complex organizations.
    • Explain how theory and design can be used to manage change and create innovation.

Resources

Unit 8

 

  • PRINT

·        The Systems Boundary

INTRODUCTION

In Unit 8, we will examine the systems boundary and boundaries as we consider the philosophical debate on what boundaries are: are they real or are they a social construct? What boundaries exist in an organizational setting? How do boundaries constrain learning and innovation? What are the implications and importance of studying boundaries for leaders and researchers?

Richardson and Lissack (2001) provide an eloquent answer:

The fact is that all of our human knowledge and understanding is built on a foundation of assumptions that implicitly regard natural boundaries as such, that is, these underlying assumptions carve up the whole into (sometimes arbitrary) parts that are assumed to have ontological status. If the boundaries implicit in particular knowledge are real, then a very strong case for the ongoing validity of that knowledge can be made. So an exploration into the status of natural boundaries is an exploration into the status of our knowledge.

In a practice article, Soken and Barnes (2014) argue that to create and sustain innovation and change, leaders must “bust through boundaries” (p. 13). They provide examples of leaders who did so successfully to become disruptive innovators.

References

Richardson, K., & Lissack, M. (2001). On the status of boundaries, both natural and organizational: A complex systems perspective. Emergence3(4), 32–49.

Soken, N. H., & Barnes, B. K. (2014). What kills innovation? Your role as a leader in supporting an innovative culture. Industrial and Commercial Training, 46(1), 7–15.

LEARNING ACTIVITIES

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[u08s1] Unit 08 Study 1

Studies

Readings

Use the Capella library to read the following:

In addition to these readings, read two journal articles of your choice related to boundaries to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? for assistance.

Optional Readings

  • Gadman, S., & Cooper, C. (2005). Strategies for collaborating in an interdependent impermanent world. Leadership & Organization Development Journal26(1/2), 23–34.
  • Piszczek, M. M., & Berg, P. (2014). Expanding the boundaries of boundary theory: Regulative institutions and work–family role management. Human Relations67(12), 1491–1512.
  • Richardson, K., & Lissack, M. (2001). On the status of boundaries, both natural and organizational: A complex systems perspective. Emergence3(4), 32–49.

Learning Components

This activity will help you achieve the following learning components:

  • Research the relationship between adaptive design and boundaries.
  • Explain how leaders use busting boundaries to create innovation.
  • Research the use of adaptive design in complex organizations.
  • Examine how theory and design can be used together to create innovation.

[u08d1] Unit 08 Discussion 1

Boundary Theory and the Systems Boundary

Which principle of boundary theory causes the greatest challenge to the traditional way managers lead organizations, and why is it so disruptive?

How do leaders of complex adaptive organizations bust boundaries to create innovation? Please provide a case example other than Nayar.

Provide a rationale for your responses.

Support your discussion with references to and citations from your readings. Be sure you adhere to APA guidelines for citations and references.

Your post should be 250–500 words.

Response Guidelines

Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking.

Refer to the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

  • Explain how theory and design can be used to manage change and create innovation.
  • Explain how leaders use busting boundaries to create innovation.

Resources

Unit 9

 

  • PRINT

·        Learning and Disruptive Innovation

INTRODUCTION

In Unit 9, we will focus on the role of the leader in learning and disruptive innovation from a systems and complexity perspective. Learning, both organizationally and individually, is key in an organization’s ability to change and create disruptive innovation. This unit explores the idea that learning and innovation are nonlinear, dynamic processes. You will consider how systems and complexity theories have added to the traditional literature, bringing a more holistic perspective on learning and disruptive innovation.

In an interesting case study of the newspaper industry, Karimi and Walter (2016) examine corporate entrepreneurship and disruptive business model innovation adoption and its applicability to performance. Grounded in theory, this article provides an example of the importance of organizational learning through the disruptive process.

Gharajedaghi (2011) offers five case studies of organizations using systems thinking and systems practice to innovate and change. You will use one of the case studies as the foundation for your Unit 9 discussion and will analyze and evaluate one for your final assignment. This assignment will give you the chance to apply what you have learned in this course to a real-world example and to your own personal practice as an innovative leader.

References

Gharajedaghi, J. (2011). Systems thinking: Managing chaos and complexity: A platform for designing business architecture (3rd ed.). Burlington, MA: Elsevier.

Karimi, J., & Walter, Z. (2016). Corporate entrepreneurship, disruptive business model innovation adoption, and its performance: The case of the newspaper industry. Long Range Planning49(3), 342–360.

LEARNING ACTIVITIES

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[u09s1] Unit 09 Study 1

Studies

Readings

Use the Capella library to read the following:

Although the following articles are a bit dated, the information in each is still relevant today.

In addition to these readings, read two journal articles of your choice related to learning and disruptive innovation to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? for assistance.

Optional Readings

  • Bateman, J., & Davies, D. (2014). The challenge of disruptive innovation in learning technology. Medical Education48(3), 227–228.
  • Hazy, J., & Ashley, A. (2011). Unfolding the future: Bifurcation in organizing form and emergence in social systems. Emergence: Complexity & Organization13(3), 57–79.

Learning Components

This activity will help you achieve the following learning components:

  • Research the concept of disruptive innovation in complex organizations.
  • Research the ways that systems thinking creates innovation and change.
  • Examine the relationship between systems and organizational theory and leadership.
  • Examine the role of systems thinking and theory in effective leadership.
  • Research how organizational design structure and processes are implemented.

[u09a1] Unit 9 Assignment 1

Leading Complex Adaptive Systems

In this final assignment, you will synthesize the readings and research examined throughout the course and apply this knowledge to a case study of your choice. The case studies presented in Chapters 10–14 in the Gharajedaghi e-book represent a wide variety of organizations and are all real-world examples of the implementation of systems thinking as well as the theories and designs you have studied.

Preparation

Review the assigned readings from Units 1–10 as well as the articles you have collected. Choose one of the case studies from Gharajedaghi (Chapters 10–14) to analyze and evaluate for this assignment. Use your readings and research to support your work.

Assignment Requirements

Write a short (half-page maximum) introduction to your selected case study and issues presented. Then, in 12–15 pages, address the following:

  • Evaluate how systems thinking was applied to the case study to create innovation and change. Be sure to include holistic thinking and the interdependency of the internal and external environments.
  • Analyze how systems and organizational theory informed leadership practice and decision-making in the case study. Include complex adaptive systems theory, complexity, network, and systems theories, as well as pluralistic (collective) leadership in your analysis.
  • Evaluate how the structure and processes of the organizational design in the case study were implemented to create innovation and change. Be sure to address the role of people in the organization, boundaries, and organizational learning.
  • Evaluate the disruptiveness of the implementation of systems thinking in the case study.
  • Apply systems thinking and theory to your personal practice as a leader. How will you use systems thinking in your career? How has this study changed the lens through which you view the world?

Your paper should be organized into five sections of relatively equal length corresponding to each criterion. Use headings and subheadings appropriately. You may include graphs or diagrams in appendices, if they are pertinent and well explained.

Additional Requirements

  • Include a title page and reference page in addition to your 12–15 pages of content.
  • Use at least 15 scholarly resources, one of which may be the Gharajedaghi e-book. At least 7 of these must come from your own research. Your resources should all be recent (within the last 3–5 years) and appropriate. You may use up to two practitioner articles where appropriate.
  • Adhere to APA format for all in-text citations and references.
  • Use Times New Roman, 12 pts., double spaced.

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click the linked resources for helpful writing information.

Resources

[u09d1] Unit 09 Discussion 1

Learning and Disruptive Innovation

For this discussion, review the case study from Gharajedaghi you read for the study in this unit.

  • In the subject line of the discussion area text box, identify the case you have chosen to analyze.
  • Provide a brief overview of the principles and attributes of systems theory or complexity theory on learning and innovation that were applied most successfully in the case study.
  • Explain how this led to disruptive innovation in the organization.
  • Describe how might you apply these principles and attributes to your leadership practice.
  • Provide a rationale for your responses.

Support your discussion with references to and citations from your readings. Be sure you adhere to APA guidelines for citations and references.

Your post should be 250–500 words.

Response Guidelines

Engage in conversational exchange of ideas and thoughts throughout the week with at least one of your peers. This requires that you do more than respond just once to another person. Your dialogue must add value to the work of your peers; supporting and agreeing with them does not add value. Ask questions. Seek clarification and, as appropriate, challenge claims. This can be accomplished by sharing your thoughts and professional experiences, and demonstrating critical thinking.

Review the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

  • Explain how organizational design can create innovation and change.
  • Explain how effective leaders use systems and organizational theory to help in decision making.
  • Examine the role of systems thinking and theory in effective leadership.
  • Apply doctoral level skill in critical thinking, research, and writing.

Resources

Unit 10

 

  • PRINT

·        Leading Change and Innovation in Complex Systems

INTRODUCTION

This final unit focuses on the role of the leader in organizational change and innovation from a social systems and complexity perspective. Throughout the course, you have read many articles written over a significant span of time, from foundational theory works to more recent theory and practice works. Common to each of these theories is the acknowledgement of the fact that organizations and systems are in a constant state of change, uncertainty, complexity, and sometimes chaos. In their research article, Worley and Mohrman (2014) argue that the rapid change demanded of organizations today requires leaders to be prepared for the “new normal” (p. 24).

An innovation leader must not only be individually innovative but transform the organization to be more adaptive and innovative. This means that the role of people in the process is vital to the success of any change or innovation process. Eminent organizational psychologist Edgar Schein (2002) discusses the different types of change that occur in human systems and provides a model enabling the understanding of change and stability in one of the articles in the unit readings.

Gharajedaghi (2011) offers five case studies of organizations using systems thinking and systems practice to innovate and change. You used one of the case studies as the foundation for your Unit 9 discussion and will analyze and evaluate one for your final assignment in the course. This assignment will give you the chance to apply what you have learned in this course to a real-world example and to your own personal practice as an innovative leader.

References

Gharajedaghi, J. (2011). Systems thinking: Managing chaos and complexity: A platform for designing business architecture (3rd ed.). Burlington, MA: Elsevier.

Schein, E. (2002). Models and tools for stability and change in human systems. Reflections4(2), 34–46.

Worley, C. G., & Mohrman, S. A. (2014). Is change management obsolete? Organizational Dynamics43(3), 214–224.

LEARNING ACTIVITIES

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[u10s1] Unit 10 Study 1

Studies

Readings

Use the Capella library to read the following:

  • Gharajedaghi, J. (2011). Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture.
    • Choose one of the following case studies and read it thoroughly:
      • Chapter 10, “The Oneida Nation,” pages 211–243.
      • Chapter 11, “Butterworth Health System,” pages 245–279.
      • Chapter 12, “The Marriott Corporation,” pages 281–290.
      • Chapter 13, “Commonwealth Energy System,” pages 291–315.
      • Chapter 14, “Carrier Corporation,” pages 317–332.

Additionally, read two journal articles of your choice related to leading change and innovation to provide a more personal and informed narrative to the discussion in this unit. Refer to How Do I Find Peer Reviewed Articles? for assistance.

Optional Reading

  • Brown, S., & Eisenhardt, K. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly42(1), 1–34.

Learning Components

This activity will help you achieve the following learning components:

  • Examine the relationship between systems and organizational theory and leadership.
  • Examine the role of systems thinking and theory in effective leadership.
  • Research the concept of disruptive innovation in complex organizations.
  • Research how organizational design structure and processes are implemented.
  • Research the ways that systems thinking creates innovation and change.

[u10d1] Unit 10 Discussion 1

Reflection

Throughout the course, you have been building toward the achievement of the course competencies:

  • Evaluate the role of systems thinking in organizations to create innovation and change.
  • Analyze how key elements of organizational and systems theory inform leadership practice in complex organizations.
  • Evaluate the structure and processes of organizational design to create innovation in complex environments.
  • Apply systems theory and systems thinking to personal practice.
  • Communicate in a manner that is scholarly, professional, and consistent with expectations for members of the business professions.

For this discussion, reflect on the knowledge and skills you have developed over the past ten weeks.

  • For each course competency, how has your ability to demonstrate and apply it evolved?
  • What concepts, skills, or insights were most relevant to you?
  • How will you begin to apply systems thinking to your personal practice? Be specific.
  • How might you apply what you have learned in this course to a future dissertation?

Your post should be 250–500 words.

Response Guidelines

Reply to one other learner in a substantive post. Provide encouraging recommendations for how your peer may continue to develop applicable skills and knowledge, or suggest strategies for applying the knowledge gained in the course. Offer at least one suggestion for integrating this course material into a future dissertation topic.

Review the Amplified Discussion Participation Scoring Guide for details on how your instructor will evaluate your discussion participation.

Learning Components

This activity will help you achieve the following learning components:

  • Explain how effective leaders use systems and organizational theory to help in decision making.
  • Explain how organizational design can create innovation and change.
  • Examine the role of systems thinking and theory in effective leadership.

Resources