University of Minnesota

Carlson School of Management

Management of Innovation & Change

Mgmt 4050, Spring Semester 2003, Term B, MW 9:55- 11:35 a.m.,

2 credits, Rm 2-207

 

Prof. Andrew Van de Ven - Instructor

3-402 CSOM Bldg., Phone: 612-624-1864, Web page

Syllabus

ClassNet

Electronic Reserve

CourseLib

New Mindsets

 

 

 

SESSION

OUTLINE OF CLASS TOPICS, READINGS, AND ASSIGNMENTS

Wednesday

March 24

Topics: 

 

 

 

 

 

 

 

 

 

Assignment:

Course Introduction and Overview    (back to top) 

 

What is innovation?  What is change?  How do they occur?

An overview of organizational innovation and change.
Course organization and procedures.
Student introductions and preferences in leading course topics/cases. 

Introduction to CourseLib by UofM Librarian, Mary Schoenborn.
Introduction to NewMindsets e-learning system, for which Mgmt 4050 is “world premier” site!
Class slides introducing Mgmt 4050.

Read: Innovation Journey, Chp. 1 & 2

Review Mgmt 4050 course syllabus
Review Mgmt4050/6050 CourseLib

 

Wednesday

March 26

Topics:

 

 

 

 

 

 

Assignment:

Models and Methods for Innovation and Change  (back to top) 

 

The need for alternative ways of thinking about innovation and change.

Four ways to explain change: life cycle, teleology, dialectics, & evolution.

Methods for analyzing cases or problems (See Diamond Model).

 

Discussion question: What triggers change?  How does it unfold? 

Class notes on change models & methods

 

Read: Organization Change definition.

Delbeq & Van de Ven, “The Program Planning Model.”

Greiner, “Evolution and Revolution in Organizational Growth.”

Miner, “Seeking Adaptive Advantage: Evolutionary Theory & Managerial Action.”

*This article is available to download from E-Reserves.

Think about selecting your own case (see syllabus) of organizational innovation or change.

 

Monday

March 31

Topics: 
 
 

 

 

 

 

 

 

Assignment:

Qnetics New Company Startup Case     (back to top) 

 

Student teams discuss case questions:

1.        What problems did Qnetics encounter in its development? 

2.        Which of these problems are common to new company startups?

3.        Propose a way to handle one these problems based on what you learned
from your research on CourseLib and NewMindsets.

 

Team presentation slides by: Sergei Arhipov, Jesse Bergland, Kari DeJong & Jenna Kuitunen

Class Notes on small business startups. 

 

Read: Qnetics case in Innovation Journey, Chp. 10. 

Aldrich & Auster, “Even Dwarfs Started Small.”

*This article is available to download from E-Reserves.

Research information about entrepreneurship on Mgmt 4050 CourseLib and NewMindsets

Complete Online Leadership Survey by the end of today (for feedback on April 9)

 

Wednesday

April 2

Topics: 
 

 

 

 

 

 

 

Assignment:

Cochlear Implant Internal Corporate Innovation Case    (back to top)  

Student Teams discuss case questions:

1.        What problems did CIP encounter in its development?

2.        Which of these problems are common to internal corporate innovation projects?

3.        Propose a way to handle one these problems based on what your learned
from your research on CourseLib and New Mindsets.

 

Team presentation slides by: Brian Barlow, Jana Thiel, Patrick Thielen & Ben Fisher

Class slides comparing CIP and Qnetics cases.

 

Read: Cochlear Implant case in Innovation Journey, Chp. 8. 

Chandy & Tellis summaries of the incumbent's curse and cannibalizing your products.

*This article is available to download from E-Reserves.
Research information about internal corporate innovation on Mgmt 4050 CourseLib.

 

Monday

April 7

Topics:

 

 

 

 

 

 

 

Assignment: 

Learning the Innovation Journey   (back to top)    

 

Student teams discuss learning in Qnetics & CIP cases:

1.        What learning disabilities did Qnetics and CIP exhibit?

2.        Propose a practical way to minimize these learning disabilities.

3.        Share what you learned about learning from the learning and NewMindsets web sites.

 

Team presentation slides by: Rebecca Franck, Karin Henriksson, & Linda Johannesson

Class slides on learning notes

 

Read Innovation Journey Chp. 3.

Coutu interview Ed Schein on “The Anxiety of Learning,” HBR, March 2002.

 

Not all people learn the same way. To get an idea of your own learning style, please complete before class the web version of the Index of Learning Styles Questionnaire .

Assess your scores by reading the Learning Styles Descriptors .

For more information read R. Felder, “Reaching the Second Tier: Learning and Teaching Styles in College Science Education” and Richard Felder’s home page.

 

Wednesday

April 9 

Topics: 

 

 

 

 

 

 

 

 

Assignment:

Leading the Innovation Journey   (back to top)  

 

Feedback and discussion of results on leadership profile from Mgmt 4050 on-line survey

Student teams discuss leadership in Qnetics & CIP cases:

1.        What problems of leadership did Qnetics and CIP experience?

2.        Propose a practical way to increase effectiveness of leadership in each case.

Share what you learned about leadership from your research on CourseLib & New Mindsets.

 

Team presentation slides by: Seth Donnohue, Katherine English, Holly Irlbacker, & Ryan Stevens

Class Leadership Notes.

 

Read Innovation Journey Chp. 4.

Quinn & Foreman, “Becoming a Master Manager” Chp. 1.

*This chapter is available to download from E-Reserves.

Review NewMindsets and UofM library CourseLib resources on leadership.

 

Monday

April 14

Topics:  

 

 

 

 

 

 

 

Assignment:

Managing External Relationships in the Innovation Journey  (back to top)    

 

Teams examine how 3M CIP’s relationships developed with HEI, Hochmair, Nucleus and FDA. 

1.        What more or less should 3M-CIP have done in managing each relationship?

2.        How did these relationships affect the development of the industry infrastructure? 

3.        Under what conditions and on what issues should 3M have "run in packs” and not alone? 

 

Team presentation slides by: Ronan Carrein, Giannina Gonzalez, & Steven Snyder

Class slides on managing external relationships

 

Read Innovation Journey Chp. 5 and 6.

Story on Running in Packs.

*This article is available to download from E-Reserves.

Research CourseLib and New Mindsets on managing external relationships

 

Wednesday

April 16

Topics: 

Assignment:

Sharing and Learning from Mid-Term Reports (back to top) 

Submit mid-term take home examination paper

 

Mid-term take home examination questions:

1.  How are Qnetics, CIP, and your case similar and different in terms of the issue or topic that you want to examine in this midterm report?  For example, this issue or topic might focus on some of the common characteristics of the innovation journey, or learning, or leadership, or external relationships that we have discussed in classes.  
(Present answer in a table, and discuss the most interesting comparisons in 2 pages or less.)

 

2.  Diagnose a key problem or issue and how it unfolded over time in each case.
(Make your diagnosis explicit by listing the data or symptoms, your analysis, and your inference of the problem in 2 pages or less.)

 

3.  Propose a recommendation for managing this problem.
(Support your recommendation with an argument by stating your claim, reasons, evidence, reservations, and qualifiers in 2 pages or less.)

 

Please attach this Midterm Report Evaluation Form as the cover page of your report.

Methods for analyzing cases or problems (See Diamond Model).

Class slides on comparing developmental process of cases

 

Submit mid-term take home examination paper

Find models and data for your argument on CourseLib and New Mindsets web sites.

Read Innovation Journey Chp. 7.

 

Monday

April 21

Topics: 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Assignment:

Diagnosing an Innovative Product Proposal – The Case of NewMindsets (back to top) 

 

You have been using NewMindsets as a source of information for researching topics on innovation and change.  Now we will examine the prospects of commercializing NewMindsets as a potential new business.

 

Report of interview with Prof. Gareth Morgan by Brian Barlow and Patrick Thielen

 

Teams diagnose NewMindsets Case:

1.        Could you develop a sustainable business from this kind of innovative product?  What models are useful for analyzing the readiness to commercialize a new product like NewMindsets?

2.        What factors would promote the adoption and diffusion of NewMindsets?

3.        (Examine the characteristics of the innovation, of individuals’ receptiveness to change, and organization/system structure.)

4.        Make a recommendation for commercializing NewMindsets. (Support your recommendation with an argument by stating your claim, reasons, evidence, reservations, and qualifiers).

 

Read: Gareth Morgan, “Must Ask Questions on e-Learning”

Background information on Gareth Morgan work and papers

slides on individual and organizational readiness for change by Jisun Yu.

Van de Ven Notes on Innovation Implementation, Adoption and Diffusion.

 

Teams meet before next class to develop your recommendations to Gareth Morgan on Wednesday.

Research NewMindsets and CourseLib for models and data to support your recommendation.

 

Wednesday

April 23

 

 

 

 

 

 

Assignment:

Commercializing an Innovative Product or Service (back to top)

Special Guest: Professor Gareth Morgan, York University and Developer of NewMindsets

 

Gareth Morgan is a best-selling author, speaker and consultant on managing change. His books include Images of Organization, Riding the Waves of Change, and Imaginization: New ways of seeing, organizing, and managing.  He is Distinguished Research Professor at York University in Toronto, where he teaches at the Schulich School of Business. His contributions to management thinking have brought him many international awards, including election as Life Fellow of the International Academy of Management in recognition of an outstanding contribution to the science of management. 

 

Teams present their recommendations to Gareth Morgan on commercializing NewMindsets

1.        Assess the prospects of commercializing NewMindsets.