The Processes of Change Honours Bachelor track includes six consecutive modules. Below you will find a description of each of those modules as well as a bio of the core PoC teachers. For more information about the track in general, please contact Tsjalle van der Burg, Desirée van Dun or Celeste Wilderom.
This course deals with major changes in society, paying much attention to the question whether certain changes are desirable for society. The first part of the course deals with changes which occur in the present or the near future, such as the development of artificial intelligence. Students will read papers, and there will be discussions and short lectures. In the second part, groups of students write a paper concerning a situation that may exist in the more distant future. In this situation, a choice between policy alternatives has to be made. Every group discusses the pros and cons of the different alternatives among other things. Since the group is dealing with situations in the distant future, it may be difficult to find useful scientific literature and science fiction may be part of the paper. Thus, when the pros and cons of an alternative are analysed – which should be done in a scientific way – creativity may be more important than knowledge of the literature.
This course deals with the structure, the governance and the objective(s) of organizations, and how this affects the way organizations and their leaders function. There are many different types of organization, such as firms with shareholders, co-operatives, and public agencies. Regarding firms with shareholders, lectures and literature will be provided by the teacher. Some key questions are: what are the leaders of such firms supposed to do? How are they appointed and controlled? To which extent can these organisations, and their leaders, promote change (if necessary), and can they preserve valuable things? What are the deficiencies of the governance structure, and can it be improved? Where do we find firms with shareholders?
In the next part of the course, small groups of students construct an elementary theory about some other type of organization. Students are not allowed to consult scientific literature about the type of organization they analyse; they should construct a theory on their own. The theory should have all elements required for being called a theory. The products of this part of the course are a paper and two presentations for each group. Students will need to be very creative here; constructing a theory is a big challenge which many (or perhaps nearly all) students at universities never face.
This course deals with change processes at the individual level. During this course we will approach change from a psychological angle. Key questions that will be dealt with are: How can individuals change their (patterns of) behaviour(s)? How can a person stop smoking/gaming/gambling/procrastinating/etc.? How can older consumers be motivated to test robots that may help them at home? How do people adapt to change and improvements, identify their own needs and get space to express themselves in constructive ways?
Based on the theories and insights obtained, at the end of this course, every group of students will give an oral presentation (with the help also of) to an outside audience: a so-called ‘change intervention’. In the preparation of this change intervention you will be helped by an expert to be chosen by your group, a professional presentation coach as well as the insights from your personal Insights Discovery profile. The aim is for the orators to change the behaviour of those listening. In this way you will immediately apply what you have learned: successfully triggering individual change of others, and also in yourself.
This course will take place in the first quartile of your second year. The main teachers are Celeste Wilderom and Desirée van Dun. For more information on the course please contact one of the teachers.
Societal, economic and technologic developments are heavily effecting institutional live as we know it. The leading question in this course is: How can leaders, taking into account lessons from previous courses and in perspectives of current transformative processes in organizations, be wise or effective leaders, and how can they bring about change and/or continuous improvement or balanced followership, at various levels of organizing?
In this course POC students study the theoretical foundations of the concept of leadership and its related competencies, in particular in the perspective of leading people and teams in organizations and industries in transitions. We will zoom in on the highly challenged industry of healthcare, rapidly trying to adapt its deeply institutionalized logics into those of technology-assisted complex adaptive systems, requiring adequate forms of leadership. Throughout the course, individually and during team sessions, students will be dared to (re)define their views and opinions on (their own!) leadership, in particular contesting how to lead for (continuous) change (through skills for example feedback, negotiation, motivation, conflict management).
This course will take place in the second quartile of your second year. The main teacher is Wouter Keijser. For information on this course please contact him.
In order to achieve change at the individual-, team- or even organizational level, consulting and coaching skills are paramount. Nowadays, many organizations make use of the support by consultants and coaches and different types of consulting (in-company vs. external advisory, or strategy-building vs. implementation-oriented) and coaching exist, with a continuously-increasing amount of new labels. Consultants and coaches can be important actors in processes of change. Yet, the effectiveness of their acting could often be tremendously enhanced.
In this course you will learn about various theoretical and practical perspectives on consulting and coaching. This includes a variety of consultancy cases and reflections of experienced (management) consultants, as well as the closely associated practice of (executive) coaching. In line with the University of Twente’s values of global citizenship and excellence in combinations, the guest lecturers will share with you their (international) experiences as well as innovative “high tech, human touch” approaches to consulting and coaching.
An important element of the course also involves the introduction of an actual ‘client into the classroom’. As part of a group assignment, you will experience being a management consultant yourself by applying your newly learned skills to develop a viable consulting project proposal.
Effective consultancy also requires getting to know yourself as an ‘instrument’ for change. Hence, you will be asked to formulate personal developmental goals (based on your Insights reports); you will be coached in order to develop a personal development plan: to be executed together with a professional UT coach that will be assigned to you for the duration of your final project in Q6 of this PoC program.
Learning about change requires getting to know yourself as an ‘instrument’ for change. In this final course you will get deliberate coaching while working on your individual change project you acquired yourself. Examples are:
- Starting or further development of a firm
- Leading a venture in an organization (e.g., a department or a team; as a board member of a study/student, sport- or music association: in- or out-side the university)
- A project you take up in your elective space
- Internship / Thesis
- TOM module project (individual part or extension)
You will be asked to formulate personal developmental goals (based on your Insights reports): to be executed together with a professional UT coach that will be assigned to you for the duration of this final project.
In addition to carrying out and improving your practical change project (by making good use of your personal UT coach, who is a coaching-trained member of our university community), you will write a final paper and will orally present what you have learned in Processes of Change, incl. the results of your project. Check the final booklet of the previous cohort: here.
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, Desirée 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).
Dr. Desirée van Dun is Assistant Professor in the chair of Change Management & Organizational Behaviour. In 2015, she completed her part-time Ph.D. research (Cum Laude) at the UT. Her dissertation, entitled "Improving Lean Team Performance: Leadership and Workfloor Dynamics," won the UT’s Best PhD Dissertation Award (Overijssel PhD Award 2016) and the international 2015 Emerald/EFMD Outstanding Doctoral Research Award in the Operations and Production Management category. Dr. van Dun holds a Bachelor Communication Science and Master Business Administration.
Following her ambition to bridge the gap between theory and practice by doing practically-relevant academic research, she studied topics including Lean Management/Continuous Improvement, Leadership, Team-effectiveness and Performance Optimization. She co-supervises multiple PhD-, MSc-, and BSc-level students. Her work has been published in journals such as International Journal of Operations & Production Management, European Management Journal and International Review of Industrial & Organizational Psychology (now part of Journal of Organizational Behavior), and Shingo-prize winning books such as the Routledge Companion to Lean Management.
For ten years, she also worked as a management consultant at House of Performance: improving work floor performance by letting people excel. Here, she specialized in process improvement, strategy execution, change management, team-effectiveness, and (Lean) leadership development. She kick-started their Research & Development.
Dr. van Dun is teaching in the Bachelor Honours Processes of Change track as well as the Master Honours program Change Leaders. Moreover, she is chairwoman of the Honours Educational Quality Committee.