Typical questions of this course are: how do historians look at change? What have old and modern philosophers said about social and technological change and about its desirability? How do economists think about such issues?
There will be lectures, discussions, and short written assignments. In addition, there will be oral presentations, in which groups of five students present their ideas about a certain subject to all students and teachers (with the help of an expert in oral presentation). For instance, a group may choose to give a presentation about the effects of social media on democracy, using well-defined criteria to establish whether the effects are ‘desirable’.
This course will take place in the third quartile of your first year. The main teacher is Tsjalle van der Burg. For information on this course please contact him. For information on the Processes of Change Programme as a whole, see this file with the description of the programme or contact Celeste Wilderom or Tsjalle van der Burg.
There are many different types of organizations, such as co-operatives, corporations (firms with shareholders), clubs and public agencies. Pondered questions are: which type of organizing is, in various specific situations, best for society? How does decision-making take place in different types of organization? What change-management practices are useful in promoting change and innovation or preserving valuable things?
Small student groups have to choose an organization, e.g. NatLab or Wereldmuseum in Rotterdam, and write a paper about the optimum governance structure, or perhaps more generally the optimum governing of the organization. This takes at least five weeks, during which the teacher gives advice. The same organizations are further analyzed over the following few weeks, from a decision-making and/or change-management perspective.
This course will take place in the fourth quartile of your first year. The main teacher is Tsjalle van der Burg. For information on this course please contact him. For information on the Processes of Change Programme as a whole, please see this file with the description of the programme or contact Celeste Wilderom or Tsjalle van der Burg.
Typical questions are: how can individuals change their (patterns of) behaviour? How can a person stop smoking? How can older consumers be motivated to test robots that help them at home? What is the difference between an inventor and an innovator, also in psychological terms? How do people adapt to change, identify their own needs and get space to express themselves in constructive ways? At the end of this course, every pair of students gives an oral presentation (with the help of an expert) to an outside audience. In all cases, the aim is for the orator to change the behaviour of those listening. For instance, talking to children to convince them of the dangers of the internet and to promote sensible behaviour. Or a talk to the board of a (regional) firm, university, museum, theatre/orchestra or sports club, arguing how to be better citizens- or customer-focused.
This course will take place in the first quartile of your second year. For information on this course or the Processes of Change Programme as a whole, please see this file with the description of the programme or contact Celeste Wilderom or Tsjalle van der Burg.
Prof. Wilderom heads the UT’s Change Leaders Honours program (for MSc students) as well as the BSc-level Honours program: Processes of Change.
The key question is: How can leaders, taking into account the lessons from the previous courses, be wise or effective leaders, and how can they bring about change and/or continuous improvement or balanced followership, at various levels of organizing (project, team, institution, community, etc.)?
The type of skills and methods the students learn:
a. Project management/leadership
b. Cross-cultural management/leadership: e.g. Is Volvo ‘sold out’ to the Chinese?
c. Negotiation and effectively managing conflicts
This course will take place in the second quartile of your second year. The main teacher is Celeste Wilderon. For information on this course please contact her. For information on the Processes of Change Programme as a whole, please see this file with the description of the programme or contact Tsjalle van der Burg or Celeste Wilderom.
This course concerns consulting perspectives and skills, including a variety of consultancy cases and reflections of consultants. The course also includes lessons about the closely associated practice of executive coaching. Moreover, personal developmental goals are formulated by the students; they are coached on these aspects during their projects.
Courses 5 and 6, together, offer consulting and coaching skills, and that includes explicit guidance in learning how to formulate very specific and ambitious goals for a project of one’s own individual choice, and for the coaching during that particular project. Any type of challenging project will qualify whereby the largest part of its execution takes place in the quartile of course 6 (quartile 4).
This course will take place in the third quartile of your second year. The main teacher is Celeste Wilderon. For information on this course please contact her. For information on the Processes of Change Programme as a whole, please see this file with the description of the programme or contact Tsjalle van der Burg or Celeste Wilderom.
In this course students get deliberate coaching while working on their individual projects. An example of a project is starting a firm or leading a venture in an organization (e.g. as a board member of a study/student-, sport- or music association: in- or out-side the university). In addition to carrying out and improving their practical project (by making good use of their personal coach, who is a coaching-trained member of our university community), students will write a final paper and will orally present what they have learned about Processes of Change, incl. the results of their project.
This course will take place in the fourth quartile of your second year. The main teacher is Celeste Wilderon. For information on this course please contact her. For information on the Processes of Change Programme as a whole, please σεετηισ the description of the programme or contact Tsjalle van der Burg or Celeste Wilderom.
Dr. Tsjalle van der Burg is an assistant Professor of Economics and he teaches economics at the University of Twente. Previously, he has worked for the University of Groningen, the Vrije Universiteit Amsterdam and the Erasmus University Rotterdam. Van der Burg has given courses in microeconomics, industrial organization and institutional economics among other things. Van der Burg holds a M.A. in Social Geography from the University of Utrecht and a Ph.D. in Economics from the University of Groningen.
Presently, Van der Burg is doing research on corporate governance and sports economics. Earlier, he has published in the fields of project appraisal, macroeconomics and international environmental economics among other things. He has participated in research projects of UNEP and OECD. He is senior member of the Netherlands Institute of Governance, and member of the International Assocation of Sports Economists and the European Corporate Governance Institute.
Van der Burg has a special interest in popularizing the science of economics. In his view, economics does not need to be difficult. Thus, Van der Burg has published on economic subjects in national newspapers. He has also been a columnist for De Twentsche Courant Tubantia. His book “Voetbalzaken. Hoe de markt het spel kapot maakt” (to be published in April 2016, by Amsterdam University Press) is partly based on these columns. His views can also be heard on radio and television now and then.
Celeste Wilderom (Ravelijn Room: 2426, tel. # +31-53-489-4159) teaches Change Management & Organizational Behavior; she is a PhD-holder in Psychology (State University of New York, USA, 1987) and is associated with both the BSc- and MSc-degree programs in International Business Administration: University Twente, Enschede, the Netherlands. Her management research focuses on effective leadership, organizational change and culture. She is advising numerous Dutch and foreign PhD-, MSc- and BSc-level students: one of which received the ‘Best-PhD Dissertation’ award, Academy of Management, Public-Sector Division. Another PhD student of hers received in 2010 the Best Dissertation award of the International Leadership Association. In 2015, the paper she co-authored with her PhD-student, Desiree van Dun, won the Best-Paper Award of the Operations-Management division of the Academy of Management.
Prof. Wilderom is one of the three editors of the award-winning 1st edition of the Handbook of Organizational Culture and Climate (2000, Sage). A completely revised 2nd edition has been published, also by Sage Publishers (650 pages: 2011). A study on the productive role of high emotional intelligence of managers is published in the Journal of Organizational Behavior (2015), and another one in The Leadership Quarterly (2011); another, on charismatic leadership and organizational cultures appeared in 2012: an outgrowth of the high-tech Leadership Lab which she initiated and heads. In this Lab the latest video-analytical technology is being used for refining and extending Transformational leadership theory. Prof. Wilderom and her students regularly present research results at leading international Management conferences (e.g., Academy of Management, EGOS, EURAM).