This paper is designed to outline a case of innovative teaching practice in a UK Business School. The author has taught the management of change to final year undergraduates for almost ten years. Over that time she has become increasingly persuaded by a) social constructionist ideas of learning 'in relation', and b) social constructionist challenges to rational models of organising, decision-making and change. As a direct consequence of this, much of the content of the 'Managing Change' module/unit is web-based. There are five lectures which are designed to underpin key points of theory, with seminars designed to encourage students to consider their actions within business scenarios. Politics, Power, Knowledge, and Political Action are taken as starting points for the process of organising.
As well as outlining positive aspects of how and why this module came to have its current form, points of tension will be highlighted. How to ‘engage’ students that are used to being passive receivers of knowledge? How to encourage individuals to openly share ideas with a Learning Set? How to get students to take control? The author doesn’t pretend to have all of the answers but invites you to share some of the experiences and insights that she has gained.
|Keywords:||Managing Change, Teaching, Learning, Case Study|
Senior Lecturer, Business, Environment and Society, Coventry University, Coventry, UK
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