Innovation and Change - Management 655
Robert Moussetis
Office: 119 S. Loomis
Office Hours:   MW:12:00-2:00 TTh: 9:00-9:30
Text: Required: Structure of Scientific Revolution by Kuhn
Optional: Organizations Evolving by Aldrich
Management and Complexity by Ralph D Stacey, Douglas Griffin and Patricia Shaw

Phone: 630-637-5475
Innovation and Change - Readings Check Questions

Generic Questionnaires for Strategic Posture Analysis

 Education Questionnaire

Business Questionnaire

Prerequisites: This course is appropriate for advanced graduate students. See Catalogue

Course Description: The course will expose the student to methodology of change by providing the tools to investigate the external environment of an organization, conduct an internal analysis and provide a change plan. It will investigate the current innovations and changes taking place in various industries; it will facilitate the research and development of a future report and finally facilitate the development of a change project with a local organization.

Note:Four organizations have agreed to participate and open their doors to students to engage in a change project. Therefore, part of the course involves experiential education without interfering with your valuable time. The organizations have agreed to work around your schedule (Monday evenings). One organization is a for-profit while the other two are not-for-profit.

Intended Outcomes: After completing this course, a student should be able to:

Demonstrate an understanding of the analyzing intensity of changes in a given industry.
Demonstrate the capability to design changes appropriate to an organization's environment
Demonstrate an understanding of strategic behavior and organizational responsiveness
Demonstrate the capability to investigate and analyze current trends in innovation and change
Demonstrate some capability to analyze complex and advanced paradigmic concepts
Structure of Scientific Revolutions 200
Articles 200
Group Project 300
Individual Project 150
Readings Check 150
Total 1000 points

Learning Process

Lectures/Discussions, group discussions, and, participation.
Discussion on Current Innovations and Change Practices
Lectures on Change Methods
Project with organizations
Generation of A creative and feasible future process and/product


900-1000 A
800-899 B
700-799 C
600-699 D
000-599 F

Structure of Scientific Revolutions:

This is a classic small but complex trade book discussing general ideas about paradigms and generation of ideas. We will be discussing this book the first three weeks and we will invite a second professor around the 3rd or 4th week for a small seminar.
This portion develops the capability to think in a new dimension and develop paradigmic thinking


Each week, the students are expected to bring an article form popular literature and/or academic journals relating to Innovation and Change. These articles will be discussed in class and used as a launch base to further elaborate developments in the field of change and innovation
This portion aspires to keep informed and develop a launch base for discussion on current issues on innovation and change

Group Project:

A group of 4-6 students will be paired with an organization to engage in a strategic change posture development. The group will study a change methodology for the first 5-6 weeks, then conduct an analysis of a specific organization and lastly present their findings to the class and organization.
This portion will develop the capability for a comprehensive organizational change. It aspires to use real organizations. Students study the industry of an organization, establish the intensity of changes and then examine the organization and make recommendations for corresponding changes dictated by the industry changes.

Individual Project:

Competitive Intensity

This portion will be anindividual research paper. Possible topics:

1. Stakeholders and Power of Stakeholders of Higher Education Institutions

a. Who and why are they stakeholders?
b. How much power do they exercise?
2. Competitive Analysis of Higher Education
a. Substitute Products and Services
b. Bargaining Power of buyers and suppliers
3. Forces of Future Change in Higher Education (7-10 years)
        a. Consolidation of Schools - Services
        b.  International Expansion - Distance learning - Corporate Training
        c.  Innovations in Higher Education
                 1. Technology
                 2. Administration and Management
                 3. Core Service/Product
        d. What are the capabilities needed in the future for success (administratively, faculty, etc.)

Each research paper must contain at least 8 references (Journals and Books, no magazines or web sites) which contribute to the paper significantly. Magazines and web sites could be used to emphasize points and issues already developed by the journal articles or books. The length of the paper should be no less than 5 pages (single space, 10 font, 1" margin). Each final product should contain the paper, the bibliography and the sources (actual copies used or entire articles) used to develop the paper. Papers will be grade on organization, content and timely completion.

Final Paper is DueWeek 10.

This portion allows students to engage in issues regarding a particular domain and suggest changes needed today to develop a strategic posture for the future. It supports change by allowing each student to develop their own ideas.

Readings Check:

For the first few weeks, there will be a check on keeping up with the materials. The change methodology is complex and requires extra attention.
This portion demonstrates the student's capability to comprehend the change methodology presented in class. This step is critical since the project is based on such capability.

More information will be provided in class about all projects.

Changes are mainly contingent to the class

Innovation and Change - Readings Check Quesations

Week 2

1. Describe the new strategic orientation which is needed in the current transition to the post industrial  era
2. Briefly explain the distinctive stages of management evolution
3. Explain how long range planning and strategic planning differ?
4. What are the critical differences between strategic planning and strategic posture management?
5. Explain the basic premise of the strategic success hypothesis

Week 3

6. Explain environmental turbulence (define).
7. Explain what is a Strategic Business Area (SBA) and what key decisions enables management to take.
8. Explain the concept of demand life cycle
9. What is Strategic Segmentation? Explain. (make sure you mention all dimensions)
10. Describe the difference and similarities between the creative manager and the strategic manager

Week 4

5. Explain the basic premise of the strategic success hypothesis- Explain environmental turbulence (define).
7. Explain what is a Strategic Business Area (SBA) and what key decisions enables management to take.
8. Explain the concept of demand life cycle
9. What is Strategic Segmentation? Explain. (make sure you mention all dimensions)
10. Describe the difference and similarities between the creative manager and the strategic manager
11. How does the Strategic Information model works? What are the key issues for a leader/manager?

Week 5

12. Discuss the difference between systemic and behavioral resistance to change
13. What is the relationship between resistance to change and rate of change?
14. How is group resistance different from individual resistance? Explain
15. Explain Coercive Change, Adaptive Change, and Dual Budgeting (as it relates to strategic/change work)

Useless Innovations

Lecture 2

Lecture 3

Lecture 4