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Organizations today are large, complex, difficult to understand and even more difficult to manage. To be successful, managers must have a strong knowledge of the social networks that connect people in organizations and how to leverage them. They should identify where the real power and influence of the organization lies. In order to implement successful initiatives, managers need to navigate organizational barriers to change.

Leading Organizations & Change is a thought provoking course with challenging work assignments, practical frameworks based on MIT research, as well as a powerful change management simulation to immerse you in the complexities and nuances of effective change. You’ll learn frameworks, models, and perspectives that you can apply immediately.

Course Highlights


Interactive Lectures


Real World Applications




Case Study


Capstone Assignment


Mobile App Discussion



  • a) Pre-Course Survey: Organization Challenges in Your Workplace


  • a) What is Leadership? Why Focus on Leadership?
  • b) What is Leadership
  • c) Your Leadership Signature


  • a) Learning from your own experience: What does leadership mean to you?
  • b) Learning from others: What’s important to colleagues or family members in a leader?
  • c) Learning from Peer Circles: Discuss and share the above in your Learning Circles


  • a) Read: 4 Capabilities Model (Harvard Business Review)


  • a) Leadership Assumptions
  • b) Leading in Uncertain Times
  • c) 4 Capability Leadership Model:
    • Sense Making
    • Relating
    • Visioning
    • Inventing


  • a) 4 Capability “Kite” Self-Assessment
  • b) Peer Learning Circles: Discuss Kite Assessments
  • c) Individual Assignment:
    • What is something new you learned about yourself?
    • What might you do differently tomorrow to make you a more effective leader?
    • What should your organization consider doing differently?


  • a) Read and Prepare the Acme Case (Harvard Business School Case)


  • a) Introduction about Perspectives
  • b) Three Perspectives:
    • Strategic Design
    • Political
    • Cultural
  • c) Debrief on Acme Case


  • a) Peer Learning Circle: Discuss Strategic, Political and Cultural approaches to resolve the Acme case
  • b) Apply the 3 perspectives to your own organization


  • a) Read: Elizabeth Parker (Harvard Business School Case)


  • a) Introduction to Power:
    • Women in Power
    • Carly Fiorina
    • Story of Rothschild
  • b) The Story of Xerox
  • c) Sources of Power
  • d) Hiring People Matrix
  • e) Debrief on Elizabeth Parker Case


  • a) Apply Sources of Power using Xerox case
  • b) Peer Learning Circle – Elizabeth Parker case


  • a) Read – Informal Networks (Harvard Business Review article)

Framework :

  • a) Pentagon Taskforce – Set-Up and Debrief
  • b) Law of Propinquity – Investment Bank Example
  • c) Professional Networks
  • d) Change Simulation: Setup


  • a) Tools to analyze your professional network
  • b) Peer Learning Circles – Practice Change Simulation (Part I)


  • a) Debrief of Change Simulation
  • b) Summary & Key Takeaways


  • a) Peer Learning Circles:
    • Change Simulation (Part II)
    • Score Submission and Do & Don’t in the Change Simulation
    • Complete Template – Analysis of timing of tactics
    • Debrief of the Change Simulation

Benefits to the learner

Intellectual Capital
  • Global IVY Education
  • Rigorous and experiential curriculum
  • World-renowned faculty
  • Globally Connected Classroom: Peer to Peer Learning Circles
  • Action Learning: Learning by Doing
Brand Capital
  • Certificate from EMERITUS in collaboration with Columbia
    Business School
Social Capital
  • Build new networks through peer interaction
  • Benefit from diverse class profiles
Career Capital
  • Professional Acceleration through our enriched leadership toolkit
  • Learn while you earn
  • Get noticed. Get ahead.

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