organizational dynamics (dynm)

Organizational Dynamics (DYNM) 1

ORGANIZATIONAL DYNAMICS(DYNM)DYNM 501 Perspectives on Organizational Dynamics"Perspectives" is both a fundamental and integrating course intendedfor MSOD students at any point in the program who wish to understandand deploy a multiplicity of dynamics operative in organizations andin the minds that create and inhabit them. It is particularly useful forthose in their first year and for non-MSOD students. One key focus ison understanding the implicit mental and emotional frameworks ormetaphors that "inform" organizing so that we can virtually see morerobust and complex approaches to effectiveness and to leadership withinthem. Several faculty members highlight their specialties. One specialtheme examines new management models and thinking frameworksdesigned to prevail in a 21st century context. Lectures, discussion, andexperiential learning are used to build an informed grounding in thehistory, philosophy, theory and practice of Organizational Dynamics. Thecourse requirements are active class participation, potential applicationprojects/weekly journal, a midterm paper and a final paper. Permitsfor non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: GrecoOne-term course offered either termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: F; DYNM Concentrations: LMC, GL, OC, SD

DYNM 542 Theories, Models, and Practices that Inform CoachingThis course will examine how theory guides the effective practiceof coaching. Students will be introduced to a theory and modelthat encompasses a multi-disciplinary approach to coaching in anorganizational setting. With this framework as a basis, studentswill select, research, and present a theoretical model of their ownchoosing and design a coaching application that demonstrates theoryin action. Students will leave the course with an array of theoreticalframeworks and practical techniques that will enhance their owncoaching capabilities as managers and consultants. Undergraduatesmay enroll in 500-level courses only with permission of the instructor.Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: OrensteinOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Course Category: F; DYNM Course Concentrations: LMC,OC. Course Schedule: 9/8 & 9; 22 & 23, & 29.

DYNM 551 Devil's Advocate: Power of Divergent ThinkingShort-term or long-term? Us or them? Build or buy? Margin or volume?My way or the highway! Ad infinitum, apparent forced choices--orno choice--and limited perspectives can create costly tugs of war orconstricted judgment without our minds (and hearts) and in organizationdynamics, persuasive, and often hidden, divergence in thinking offersgreat opportunity for learning, creativity, and sound decision-making. Thiscourse offers several robust, practical techniques for bringing the value ofdiverse perspectives in politically productive ways to leadership thinking,communications, and organization dynamics. Prerequisite: Permitsfor non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: GrecoCourse usually offered summer term onlyActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC.

DYNM 555 The Idea of NationalismNationalism has been the most important geo-political phenomenonof the past two hundred years. Its continuing power has beenamply demonstrated by recent events in many parts of the world.The principle of national self- determination and closely relatednotions of individualism and human rights shape the global contextin which businesses, governments, organizations, and individualsmust operate in the 21st century. This seminar course will explorethe ideology of nationalism through the lens of institutions andorganizationscorporations, nonprofits, government, NGOs, unions,religious communities, etc. Starting with concrete examples fromstudents own experiences and the contemporary conflicts confrontinggovernments, organizations, and businesses, we will examine theideology of nationalism, its meaning and content, its philosophicalfoundations, its underlying assumptions about the nature of humanidentity, and its contemporary expressions in nationalist movements andethno-political conflicts around the world. In the process, we will exploresuch questions as: What is a nation? Does every identifiable ethnicor national group have a valid claim to a nation-state of its own? Howare claims to national self-determination justified? Why do nationalistmovements seem so often to engender political extremism and violentethno-political conflicts? Is national self- determination compatible withour commitments to individualism, rationality, and universal humanrights? What are the best strategies to cope with the persistence ofnationalism in the 21st century? Course permits for non-DYNM students:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: SteinbergOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: GL

2021-22 Catalog | Generated 08/18/21

2 Organizational Dynamics (DYNM)

DYNM 558 Social Media and the OrganizationWith each passing day, the 24-7 cycle of social media continues towildly evolve. Facebook. Twitter. YouTube. LinkedIn. Instagram. Overthe last 15 years since many of these social media services havelaunched, they've transformed society in many significant ways.Social Media and the Organization will deepen your understandingof and offer real time practical experience with social media. Thecourse will examine the current trends and use of social media inmarketing, product development, customer service, networkingand other facets of organizational policy and practice. Studentswill have hands-on participation online with the class blog, http://upennsocialbook.wordpress.com, sharing relevant case studies,analyzing social media campaigns and critiquing their own organization'sculture and values surrounding social media including social mediapolicy, staff challenges, and evaluation of challenges and opportunities inits use. Prerequisite: Non-DYNM students must complete a course permitrequest: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: WarrenCourse usually offered in spring termActivity: Lecture1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC

DYNM 601 Gender, Power, and Leadership in OrganizationsFor the last severl years, issues related to gender in organizations andorganizational leadership have not been hot topics of discussioninthe popular media, in organizations themselves, or in academia. Thatis no longer true. The advent of #metoo and the revelation of sexualharassment in corporations, government sector organizations, andnonprofits has highlighted the ways in which those with more powerhave been using their power to both harass and silence their victims,many of whom are women--although this dynamic is true for othersbelonging to groups with less power. Addressing these issues effectivelywill require more than lawsuits and more than sexual harassment andbystander training. This course will explore what will be required if weare to have organizations that effectively leverage the skills and talentsof both men and women. Although in the last 30 years there has beensome significant progress made in placing women in leadership rolesin organizations, we will take a deep look at the data about where andhow gender differences continue to exist in organizations includingdifferences in both professional and outcomes. This class will examinethe social, cultural, and structural dynamics within organizations thatunintentionally, but differentially, affect women and men. In particular, wewill consider how men and women are viewed, how their contributionsare evaluated, and the opportunities that are available to them. Specifictopics that will be addressed include exploration of theories explaning thedevelopment of gender identity and related behaviors that appear to begender-based; the social construction of gender; the intersectionality ofgender, race, and class in terms of power and organizational dynamics;the various explanations for gender differences in organizationallife; the theories that connect gender and leadership; policies andpractices that reinforce gendered dynamics; how sexual harassment,long illegal, has quietly persisted in organizations and why now newinstances of harassment are being revealed nearly every day; methods forunderstanding the multiple sources of gender inequities in organizations;and methods for changing organizations to create equiity in terms ofthe roles and treatment of women and men. The seminar will involvea sustantial amount of reading from required books and articles.Assignments will focus on students' examination and assessment ofgender-linked dynamics in their own workplaces. Classroom time willbe structuredin a seminar format, including presentation of materialby the instructor, group discussions of readings, experiential learningactivities, student presentations, and group discussions, and examinationof students' own organizational experiences as they relate to the coursematerial. A significant portion of the learning will result from discussionsin class, so attendance is important. The course is structured to firstaddress the development of a theoretical framework for understandinggender issues in the workplace from personal, interpersonal, group, andorganizational perspectives. During the second section of the course,we will explore more specific ways inw hich policies and practices havedifferential effects on employees and managers by virtue of gender. In thelast section, we will focus on alternative conceptualizations, structures,policies, and practices that could enable both men and women to besuccessful in the workplace and to avoid gender-based inequities. In thislast section we will specifically discuss interventions and strategies forenhancing gender equity. Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: VandersliceOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A. DYNM Concentration: LMC. Monday Meetings:8/27; 9/17; 10/8, 29; 11/5. Sunday Meetings: 9/9, 30; 10/21; 11/5; 12/2.



DYNM 602 Leader-Manager as CoachCourse Schedule: 9/18; 10/2, 16, 30; 11/13. New work technologies,increased competition, and employees' desire for more involvementin their work are changing the traditional role of the manager. Ratherthan directing, planning, and controlling the work, managers andleaders are facilitating processes and coaching and developing theiremployees. Team-based organizations are built on coaching as acore requirement of the team leader role. This course explores thetheory and practices of individual coaching as leadership behavior.The focus is on helping managers develop their skills and improvetheir performances as coaches. We will examine the need to provideothers with successful performance strategies, timely feedback onstrengths and on development needs, and growth opportunities in orderto challenge others to reach their potential. We will explore workplaceenvironments that foster the growth and achievement of those we lead.Course permits for Non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: RussoOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, OC. CourseSchedule: 9/14; 10/5, 26; 11/9, 16

DYNM 603 Leading Emergence: Creating Adaptive Space in Response toComplex ChallengesThis course will meet synchronously on 1/29-30; 2/19-20; 3/12-13; 4/2-3.This seminar is designed to be highly experiential so that participants canengage in the practices necessary to enable innovation and adaptation.Participants will examine emergent innovation theory by addressingthe dynamics and conditions in which ideas emerge in an informalmanner, garner organizational attention, and gain momentum towardsbecoming successful innovations or bold changes within complexorganizations. This will include examining the need for adaptive spacein generating value that drives growth by enabling an environment ofidea generation, entrepreneurship and innovation while leveraging thebenefits of existing, formal systems to scale these ideas. Participantswill explore and engage in such topics as creative experimentation,idea emergence, organizational network analysis, social capital, designthinking, organizational analytics and complexity leadership. Prerequisite:Permit request for non-DYNM students: https://www.sas.upenn/lps/graduate/dynamic/course-permitTaught by: ArenaOne-term course offered either termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Categories: F, A; DYNM Concentration: LMC. In-PersonCourse Meeting Schedule: 3 weekends, TBA. Virtual Meetings: 2meetings, TBA.

DYNM 605 Organizational Project Risk and UncertaintyThis course will meet on the following dates: 9/12, 26; 10/3, 10, 17;11/ 7, 21; 12/5, 12. The syllabus and calendar outline which of thosedates are synchronous and which are asynchronous. DYNM 605 is auniquely blended content of thought leadership vetted by subject matterexperts worldwide adapted to today's constraints and challenges ofvirtual communications. This participant-centered set of seminarsis an opportunity to increase both awareness and knowledge ofrisk and uncertainty by examining causes of unexpected events inpredictive (classic) and adaptive (agile) project frameworks. Successfulapplications of non-deterministic approaches are explored as antidotes toconstrained command and control project environments. Course contentis valuable in roles, organizations, and sectors of all types. Prominentproject/operational risk management methodologies are included in thisseminar. Processes advanced by the Project Management Institute, AACEInternational, U.K. Association for Project Management, InternationalCouncil on Systems Engineering, and by the International Organization forStandardization are contrasted with industry specific practices, includingthe U.S. Food and Drug Administration, NASA, and the Departments ofDefense and Energy. Case examples are based on relevant experience.Participants perform hands-on implementation of processes in realisticteam working sessions and facilitated dialogue. Spreadsheet/networkanalysis using Monte Carlo Simulation tools will be included in the courseand clinics (see syllabus). Permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Keith HornbacherCourse usually offered in fall termActivity: Hybrid Course1.0 Course Unit



DYNM 606 Leading from the Center: Unleashing Your LeadershipPotentialThis course has two in-person weekends: July 17-19 and August 14-16.There will also be virtual connects, schedule TBA. This seminar isdesigned to support existing and emerging leaders who recognize theirneed for more adaptive leadership skills to effectively respond to rapidlychanging environments. We will weave leadership theory and practicein a highly experiential seminar so that participants can actively engagein a leadership lab including deep reflective thinking, rapid prototypingand experimenting with new behaviors and practices. The purpose ofthe seminar is to evoke personal leadership at more impactful levelsand improve organizational performance and personal satisfaction.Participants will examine their own, and others', leadership theoriesby identifying assumptions about leading, creating a preferred modelfor individual leadership, and field testing actual shifts in behavior.Participants will engage in a three-part exploration over the course of theseminar: first, we will have an opportunity to examine our own modelsand those of the leading theorists in the field; second, participantswill be asked to articulate and improve their own model; and finally,participants will be asked to activate and test their model and report backon the experience. This course is designed to create an 'action-learning'community in which you will integrate your professional experience,this class, and other graduate course work with a final exploration ofleadership concepts, theory, and applied practice. This course is alsodesigned to strengthen your ability to lead, including as a colleague whocan support leadership behavior in peers and as one who can promoteleadership behavior in supervisors and subordinates. Course permitsfor non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: Arena and BenjaminCourse not offered every yearActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: F, A; Concentration: LMC. Course Meetings: In-person: 7/26-27; 8/9-11. 7/26: 1-7 pm, 7/27: 8-6; 8/9 5-8 pm, 8/10: 8-6,8/11: 8:30-12 pm.

DYNM 607 Psychodynamics of OrganizationsAs an area of study, the psychodynamics of organizations drawsout attention to the tacit, implicit, and unconscious dimensions oforganizational life. It presumes that a person takes up his or her roleat work by drawing on both individual history and the organizationalcontext that helps define a role, its boundary, and the resources availableto take it up. In both these aspects, the organizational context, andone's individual biography, people are often unaware of the thoughtsand feelings that animate their behavior. This course will introducestudents to some basic concepts of psychoanalysis, which focuses onindividual motivation, and systems psychodynamics, which focuseson group dynamics and group psychology. System psychodynamicsalso emphasizes how an organization's primary task, or its "reason forbeing," influences individual experience. Readings include case studiesas well as expositions of theory. The instructor will also draw on hisown consulting cases. Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: HirschhornOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC. Course Meetings:Thursdays 9/14 to 11/2. Saturdays: 10/14 & 11/4.

DYNM 610 Knowing Yourself: The Coach as an Instrument of ChangeNote: This class is predicated on the assumption that prior to offeringcoaching assistance, a coach should have a deep understanding ofhis or her own behavior and its impact on a client. Utilizing validatedtools and strategies available for coaches, the students practice setsof coaching skills on each other. This includes practice in interviewingand observational skills. In addition, students will have the opportunityto give and analyze 360 degree feedback data, as well as use a varietyof other instruments that can be foundational for a useful coachingexperience. Premise: Coaching others is very serious business. Intrepidindividuals willing to take on this responsibility should be willing toanswer the following questions: Who am I as a leader and helper? Whatare the assets I bring to the coaching relationship? What are my deficits,overused strengths, or underutilized skills and behaviors? What historicalinfluences from my family of origin influence my capacity to build apositive relationship with my coaching client? Are there discrepanciesin relation to my self-perceptions and those who know me well--familymembers, peers, colleagues, friends, boss, and direct reports? As a result,are these specific areas of personal development that I need to addressas I move? Similar to most traditional programs where the focus is on themanagement of change, the course is organized to: 1) A diagnostic phasein which the values, history, assumptions, and behaviors of the clientwill be assessed. In this case the client will be the student/coach. 2) Theapplied phase in which analysis, interpretation, and formal learning willbe the central focus. The end result will be individuals with a deep andabiding understanding of their own psychodynamics and their personalimpact. Finally, by modeling many of the tools and strategies usefulin any effective coaching effort and practicing them on themselvesand their student peers, it is hoped that the experiential nature of thecourse will allow maximum transference to the real work of coaching.Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: NapierOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, OC. Courseschedule: January 20 & 21; February 17 & 18; March 10



DYNM 611 Effective Collaboration for a Changing Global WorkplaceEffective collaboration requires a combination of strong self-awarenessand an ability to make adjustments at the individual and group level.This course provides tools for building teams that leverage individualstrengths and a mutual learning process of continuously addressingcollaboration barriers to improve team performance. This seminar/lab is designed to extend each participant's analytical skills and gainpractice implementing high performance practices through a team-basedsimulation. Specific learning objectives are to: 1. Understand leading-edge frameworks for building effective teams. 2. Learn and apply toolsfor diagnosing barriers to collaboration. 3. Develop implementationplans for teams and organizations consistent with best practices.4. Provide tools for self-assessment of participants to leverage theirstrengths for teamwork success. 5. Apply learning from classroom-basedteamwork simulation to participants' real life experiences. The coursewill be conducted in a university classroom and use several breakoutrooms for teamwork among participants. Case study teams will use web-based communication software (TBD) for inter-session collaborationon projects. Weekly facilitated discussions by course instructors willbe conducted at each weekend session. Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: Hirshon, Legatt, and NewberryCourse not offered every yearActivity: Seminar1.0 Course UnitNotes: DYNM Categories: F, DE; DYNM Concentrations: LMC, GL. CourseSchedule: 9/29-30; 10/20-21; 11/11; 12/15

DYNM 612 Mastering Organizational Politics and PowerThe purpose of this course is to explore, enhance, and expand theparticipants' competence in organizational politics. Students will observepolitical dynamics as they occur in their own organizations and willinterview senior managers in other organizations to learn how politicalrealities vary from one organization to another. Theoretical ideas abouta dimension of organizational politics of particular interest to eachindividual participant will be analyzed in a term paper. In addition, eachparticipant will keep a personal diary of political dynamics in his or herown workplace. The course will also explore ways to master the politicalskills of networking, negotiating, influencing, leading, and following, aswell as developing a political strategy. Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: EldredCourse usually offered in fall termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC

DYNM 613 Is Bigger - Inevitable, Better or Worse in Organizations?Is the modern large corporation alienating, inflexible, unproductive? Isthe small organization or work team engaging, innovative or creative,productive? Has it always been this way in the U.S.? Is change possible?In this unique, informal, "turbo" seminar, we will examine the largecorporation in terms of history, governance and control, and deliveryof (office) work. We will consider whether "bigness" and bureaucracyare inevitable, and how organizations of the present, and probablythe future, are affected by those of the past. This seminar has beenstructured to cover a good deal of ground ina short time. The seminarwill meet on six Saturdays. The subject matter of theseminar is thelarge-scale organization. Questions to be raised include: 1) Is themodern large corporation alienating, inflexible, and unproductive? 2)Are bigness and bureaucracy inevitable? 3) Is the small organization orwork team engaging, innovation, creative, and productive? 4) What doesthe historical record for the United States reveal? 5) Are organizationalalternatives and change possible? Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: LichtOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentration: LMC. Course Schedule:1/16, 23, 30; 2/6, 20 & 27. 1/16 is 9 to 12; all other meetings are 9 to 5.

DYNM 614 Consulting/Coaching Tools and TechniquesThis course will offer a conceptual comprehension of the tools andtechniques used in effective internal and external organizationalconsulting engagements. By contrasting the theory and practice ofalternative coaching models, we will build tools and techniques foreffective coaching as a leadership competency. Through an analysisof the coaching relationships in your organization, you will learn todevelop a personalized approach to coaching and expand upon andwithin organizational settings. Participants learn the "how and why" aswell as well as consulting frameworks. Additionally, the relevant andoften symbiotic connection between consulting and coaching will bestudied. What process tools are most useful to today's executive coachin a consultative environment? How do approaches to consulting andcoaching differ? How are they similar? How can a confluence of coachingand consulting lead to more effective decision-making and wide-scaleorganizational performance? This course will be presented over fiveclass meetings. The class sessions will be taught utilizing lectures,case studies, structured small group discussions, individual and teampresentations, faculty and participant experience, and guest speakers. Inaddition to textbooks for this course, students will also need to purchasean assessment. Details on this process will be provided to studentsbefore the course start. Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: RussoOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: DE; DYNM Concentrations: OC. Course Schedule:5 Saturdays, dates TBA.



DYNM 615 Global PENNovation: Making Tomorrow's Cities SustainableCitiesThis class will operate in a hybrid format. We will have four 90-minutevirtual class sessions (via Zoom) on four Thursdays (6 PM to 7:30PM) -- January 23, February 13, March 5th, and March 26th. Thesesessions will cover key material on sustainable cities and will helpguide students in their thinking for course deliverables. The coursealso has an independent study element similar to a capstone course- as students will have considerable independent time to completecourse material and conduct research for their projects throughoutthe term. Environmentalist Paul Hawken challenged a class of 2009college graduates that they would have to "figure out what it meansto be a human being on earth at a time when every living system isdeclining, and the rate of decline is accelerating." That theme is at theheart of this course. While we have seen the notion of sustainabilitygaining traction in recent years, our quality of life in the near future hingeson the development and implementation of sustainable solutions toenormously complex global environmental and social problems. Thiscourse is designed to foster the thinking that is needed to address thoseenormous problems. It involves focusing on a critical global problem withsustainability and social dimensions - in this case, the rapid shift of anincreasing global population to cities - and providing the framework forstudents to take a deep dive into evaluating and recommending solutionsto meet that challenge. The World Health Organization (WHO) estimatesthat in 1990, less than 40% of the global population lived in cities, andthat figure is expected to grow to 60% by 2030 and 70% by 2050. Suchgrowth brings tremendous sustainability and design challenges in bothdeveloped and developing countries in terms of resource consumption,food security, water security, energy security, air quality, transportation,infrastructure, waste processing, recycling, and public health. It alsobrings opportunity. In 2020, students will conduct research on thechallenges and opportunities created by increasing urbanization, drawingon readings from thought leaders in conjunction with their own creativeinsights, with a focus on advancing development of sustainable citiesto ensure the long-term health of people and planet. Prerequisite:Non-DYNM students must complete a course permit request: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: FinnCourse usually offered in spring termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, GL, SD. Mondaymeetings: 1/22, 4/9 & 22. Saturday meetings: 2/10, 24; 3/17, 31.

DYNM 616 Myths to Media: Stories on a MissionWhat determines our behavior? How do we come to understand? Whodetermines our purpose? Is now the only time? When asked "What if therewere nothing in the universe," one professor replied, "How do we knowthere isn't?" The more our world seems to dis-integrate into discrete andunpredictable units and actors, the more we crave guidance from robusthuman models and conceptual frameworks of intellect, emotion, psyche,and action. Fortunately, our 100,000-year-old brains retain mechanismsenabling us even now to enhance our choice using the "stories beneaththe stories" that--in form and content--have driven our purposes andactions since sentient beings could communicate. Yoda you should ask.This course offers several means of deploying these powerful ancientsense-making tools--myths and stories--to purposefully communicate andfoment action with individuals, groups, and organizations, particularlyin our global social media milieu. We will learn many practical story-based ways to apply this power to several "missions": engaging othersin individual and collective action, increasing understanding of patternsin human behavior, and harnessing the driver of purpose for businessand social enterprise. Seek help from Prometheus. Prerequisite: Coursepermits for non-DYNM students: https://sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: GrecoOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC

DYNM 617 Economics of Human Behavior and Organizational LifeAs a society, we choose many different ways to organize differentaspects of our lives. The institutions and organization we choose toprovide us with the necessities and comforts of life range from thefundamental institutions of family and religious organizations, to firmsin the capitalistic market and democratically elected governments. Werespond to this environment in unique ways: we marry, we worship, webuy and sell goods and services, and we vote. The primary goal of thiscourse is an examination of the various aspects of human behavior inthe context of organizational and institutional life from an economicperspective. We recognize that the choices we make are sensitive to thecosts and benefits of different actions and use this economic perspectiveto gain insights into social, economic and political behavior in our dailylives. We start the course with an examination of how micro economistsview the world and examine their favorite toolkit. We discuss conceptssuch as: efficiency, opportunity cost, marginal analysis, externalities,incentives, free-riding, rent-seeking, and transaction costs. Theseconcepts are fundamental if an economic perspective and they will bepresented using every day examples. Before concluding the course, wewill look at several topics such as: Human capital and investment ineducation (Should you invest in an Ivy League school education?); Lawand enforcement (When is it profitable to break the law?); Bribes and gifts(Quid pro quo?); Economics of information (Used cars and the marketfor "lemons"); Why we discriminate against minorities?; Property rightsand externalities (The tragedy of the commons: Should we have smoke-free environments?); and Free-riding (Should I vote in the next election?Should I volunteer to clean up?) Prerequisite: Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: HandyCourse usually offered summer term onlyActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentrations: LMC, SD



DYNM 619 Organizational Project ManagementSpring 2021 meeting dates: 1/23, 30; 2/13, 20, 27; 3/6, 13, 27. The courseprovides an overview of the concepts, procedures, and fundamentalprocesses of project management for working professionals. Participantsare introduced to the principles, tools, and techniques of projectmanagement within an integrative framework. The course emphasizesthat, for most organizations, projects are the primary means forimplementing strategic initiatives. Course Objectives: 1) Understand andcritically evaluate expectations, procedures and processes of programmanagement as currently practiced in large for-profit enterprises; 2)Understand the content and processes and standards of practice asdefined by the Program Management Institute (PMI); 3) Understandhow to build and manage effective project teams; 4) Become familiarwith the critical components of effective project plans. In addition tothe scheduled meeting dates, additional class activities will be plannedbetween faculty and students. Prerequisite: Non-DYNM students mustcomplete a course permit request form: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: ChoukrounOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Categories: F, A; DYNM Concentration: LMC. Courseschedule: 9/28; 10/5, 12, 26; 11/2, 9, 16, 23; 12/7.

DYNM 620 The Art and Science of Understanding Paradox inOrganizationsThis course introduces multiple approaches to understand and interpretthe paradoxes that baffle us, such as: 1) Why is ht that we go to hospitalsto be healed and get well, but we leave sick and infected? 2) How is itthat we come together to do purposeful work and end up doing mundane,boring tasks? 3) Why is it that banks were created to protect and ensurefinancial security, but banks have caused a global recession? 4) Whydo we not learn from history? Why do we repeat the mistakes we havemade before? 5) Why is it that the "Developed and Advanced" countriesof the world are destroying the planet? This highly interactive, flexible,and remarkably diverse online course will offer frames to observethe paradox in ourselves, our families, our friendships, our workplace,and our relationships with individuals, teams, and systems--the threeunits of analysis that constitute every paradoxical situation. Paradoxappears in our organizations, our relationships, and our experience ascontributing members and leaders of our society. The value propositionof this course is for managers, leaders, and strategic thinkers who wishto understand the art and science behind the paradoxes in the systemswithin which we live and operate--the visible and the invisible and therational and irrational. Understanding the unconscious forces that leadto inconsistencies and contradictions will help us be resilient in theface of paradox. This online course will have weekly synchronous andasynchronous sessions of 2-3 hours in length. Through guest speakersand multiple interdisciplinary discussions, we will explore many anglesof our understanding of paradoxes. Course grading will be based onclass participation, contribution to the collective wisdom, and academicexcellence in written assignments. Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: Barstow and SubramanianOne-term course offered either termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: A. DYNM Concentration: LMC. This hybridcourse will have its first meeting on a Sunday, TBA. The remainder of themeetings will be weekly on Wednesdays.

DYNM 622 Diversity and Inclusion: Strategies to Confront Bias andEnhance CollaborationThis hybrid course meets on the following schedule: In-person Saturdays:May 30; June 13 & 27. Tuesdays via Zoom: June 2, 9, & 16. In theworkplace it is inevitable that difference between individuals will causeconflict--whether explicit or beneath the surface. Denial and unconsciousbias will prevent issues from being addressed. This course will expandparticipant perspectives about strategies for addressing bias and forcreating effective collaborations that bridge difference. The approachof the course is based heavily in experiential learning, structuredreflection, and practical application. Through a self-assessment andgroup reflection, participants will create, implement, and adjust actionplans for addressing unconscious bias and for enhancing communicationthat drive inclusive goal and norm setting. A live, building case providesan opportunity to apply the course concepts in a dynamic team setting.One additional facilitator per weekend will be brought in for short guestlectures and team observation/debriefing to provide an appropriateand relevant source of challenge to work through difficult issues raisedthrough course concepts. The overall course structure will combinethree intensive on-site Saturday meetings with opportunities for remotecollaboration to create a seamless and continuous learning community.To maximize collaboration and networking opportunities, studentswill participate in two teams: one in which they will be tasked to solvea business challenge related to diversity and inclusion and the otherfor discussing strategies to implement course learning within theirworkplace or organization. Permits for Non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Floyd and LegattCourse usually offered summer term onlyActivity: Seminar1.0 Course UnitNotes: DYNM Category: A DYNM Concentrations: LMC. In-person meetingschedule: 5/18, 6/1, 22



DYNM 623 Building Intercultural Competence in A Global WorkEnvironmentThis engaging course will promote intercultural competence and heightencross-cultural awareness. You will engage in activities, simulations, anddiscussion about culture, values, perceptions, communication styles, andcultural patterns of thought and behavior that will help you understandthe basic concepts, theories, and issues of intercultural communicationrelated to intercultural relationships and how these concepts apply toyour personal and professional lives. This fun and stimulating coursewill also explore ways to create an interculturally-competent workenvironment. Learning opportunities will examine tools to interact morepositively with each other. As we build intercultural competence, wewill sometimes encounter barriers as we interact with people whosecultural backgrounds vary from our own. As learners of interculturalcommunication, we will be bringing different cultural experiences andperspectives. As we interact and learn together, you will be exposed todifferent viewpoints and cultural lenses. We will all realize that as weunravel differences, you will find that what is acceptable and appropriatein one culture may be disrespectful from another cultural vantage point.As we cultivate, learn, and shape our intercultural competences, wemay need to have an open mindset to learn new things and unlearnedmisinformation. The cultural competency of learning and unlearning,shaping and reshaping is a life skill that will be useful and extended wellbeyond the course to our work settings and personal lives. Finally, thisreal-life application course will help you develop a greater understandingof the behaviors and practices other individuals from your workplacemay bring with them from their cultural backgrounds. Areas that will betackled will include: 1) practical tips for working with diverse cultures andindividuals, 2) how values, perceptions, and expectations differ betweencultures, 3) how to manage conflicts and problems with other individuals,and 4) what you need to know about the workplace dynamics, behaviors,and practices in international cultures. Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: AltamiranoCourse not offered every yearActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, GL. In-personmeetings: 6/12 & 19. All other meetings are online.

DYNM 625 Ethnography of Everyday Life: A Master ClassEthnography is a fundamental method within the social sciences thatconcerns the systematic study of culture. It involves a "thick description"of how people actually live their everyday lives, personal or professional.Ethnographers study how human groups form institutions and howthese structures grow, function, maintain themselves, and persist.Also at issue is how people share their understandings and developideologies pertaining to these processes. Social negotiation and thedevelopment of "local knowledge" in the culture of interpersonal affairswill be emphasized, particularly as it is transmitted from one generationto the next. Through direct observation and discussion, students willtreat Philadelphia as an "urban laboratory" and seek to identify, to study,and to learn about local people and places. In this vein, the class willvisit communities and organizational settings to gain exposure toordinary people but, particularly, to apply ethnographic methods to thecomplexities of the modern workplace as well as to everyday life ofthe city. The final paper will be a synthesis of ethnographic literatureand observations of local urban life and culture, particularly as theseissues apply to understanding and organization or a local community.Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Course usually offered summer term onlyActivity: Seminar0.5 Course UnitsNotes: DYNM Categories: DE, A; DYNM Concentration: LMC. MeetingSchedule: 7/15, 16, 23, 30; 8/6.

DYNM 626 Navigating the Post-Professional WorldThis course will explore the emerging space between virtual reality andaugmented reality as they manifest themselves in the marketplace shiftsin both startups and large corporations. The goal of this course is todeisgn, from the future back to the present, a graduate curriculum thatsupports the evolution and transfromation of traditional professionaltraining and development. Leaders of professional services fromdisparate fields, including health/medicine, law, architecture/design,information technology, and spirituality/religion will be engaged toparticipate in identifying trends for future professional enhancement.These representatives would be asked to be both resources to theclass and recruiters within their own organizations so we can obtainparticipants for a Delphi study for the future of that profession. Coursework will include the literature on the post-professional world as wellas the use of both virtual reality and augmented reality. A capstonequality paper will be supported as a group project and could serveas a pre-capstone individual project. A particular focus will be on thetrend of white-collar automation and its impact on the professions.Students interested in engaging with colleagues around the future andits consequences and opportunities are encourage to participate. Specialattention will be developed on the role of building trust between postprofessionals and their stakeholders. Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: EldredOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A. DYNM Concentration: LMC



DYNM 628 Organizational Diagnosis: Diagnostic Strengths forEffectivenessThis seminar is designed to help participants learn multiple approachesto diagnosing the complex ways in which issues and/or problemsmanifest themselves in organizations. Frequently, when organizationsfind themselves in trouble, i.e., there are rumblings in the system aboutsuch things as lack of leadership, poor communication, diminishedproductivity, low morale, etc., there is a tendency to frame the problem(s)simplistically and/or locate blame in a few difficult individuals or groups.However, upon closer examination, problematic issues are often foundto be symptomatic and/or symbolic of multiple issues within theorganization. This course will help students understand how problemswhich appear at one level of the system (for example, at the personal orinterpersonal level) often represent problems at other levels of the system(e.g., at the group and/or institutional level) or signify a range of inter-related issues. It will provide students with the theoretical constructs andapplication skills necessary for identifying and framing problem areas,collecting data, and organizing feedback to client systems. Real-timeexamples will inform our discussions as we consider the relationshipsbetween diagnosis, organizational reflection and appropriate action.Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: DornfeldCourse usually offered in fall termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Categories: DE, A; DYNM Concentration: LMC. First classmeeting is 11 September.

DYNM 629 Strategic Approaches to Human Capital Management & ItsImplications for LeadersIn this course we look at how human capital strategy is changingin response to increasing demands for results and more purposefulpractice. We look first at the broader landscape of human capitalmanagement and see what's new in the way an organization shouldapproach its human capital practice. Then, we look more closely at thespecific challenges--demographically, structurally, and organizationally--facing managers and Human Capital professionals in an age ofuncertainty, and learn what they can do to remain adaptive andcompetitive. By the end of the course, through meetings and discussions,assignments, presentations, case studies, research, and requiredreading, participants will: 1) Learn how to assess and adjust HumanCapital Development (HCD) policies, processes, and practices; 2) Thinkstrategically about the critical human capital concerns in their ownorganization; 3) Connect and align individual and organizational learningimperatives; 4) Learn how to reshape human capital goals to meetcontinuously changing global, political, and economic environments; 5)Inspire leadership of human capital that is results-oriented and ethical;6) Identify and explore a specific human capital issue relevant andimportant to their organization and develop a strategic approach foraddressing it. Prerequisite: Course permits for non-DYNM students:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: HartOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Categories: F, DE; DYNM Concentration: LMC

DYNM 630 Digital Business Transformation: A Process Approach toResults at Minimum RiskAccording to newest research, over 70% of organizations worldwidehave started digital transformation initiatives or at least plan for them.New digital tools are available almost daily - and many of them have thepotential of a major business impact. They enable high performancepractices and often even new business models. The resultingtransformation of business processes leads to superior customer orsupplier experience and organizations become more efficient, agile,meet compliance requirements, or improve the quality of productsand services. They help achieving a level of process performance youwould never have thought of before. Robotic Process Automation (RPA),Blockchain, Artificial Intelligence, the Internet of Things and Cloud-basedsoftware architectures with next generation automation approachesare some examples. However, many organizations underestimate thechallenges of digital business transformation resulting in initiativesdelivering little or no business value. A major financial organization, forexample, stopped the use of over 1000 robots since that digital workforcehad created severe issues: processes changed more frequently thanexpected - the robots didn't which led to numerous exception cases thathad to be handled manually. The elimination of bottlenecks created moresevere issues downstream. Value-driven Digital Business Transformationaddresses those challenges. It proposes approaches, methods and toolsthat help to focus on the right sub-processes to transform and improvethose areas considering the end-to-end business context as well assustain the results through appropriate governance. The systematic useof digital technologies requires a hybrid workforce management aligningpeople, robots and other technologies through appropriate businessprocesses management practices. A value-driven digital transformationprepares for this situation. The course discusses design and executionprinciples as well as related methods and tools to realize the full businessvalue of digital business transformations, delivering results fast and atminimal risk. It combines newest case studies with current researchfindings to master business impacts of digitalization. Course permitsfor non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: Kirchmer and NaidooCourse usually offered in fall termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC



DYNM 631 Everyday Intergenerational Conversations: Baby Boomers andMillenialsThis hybrid course delves into three big questions around the burningtheme of everyday intergenerational conversations. The class experiencewill be a living such conversation with Dr. Barstow, a Baby Boomer,and Amrita Subramanian, a millennial. The course format is 20% inperson and 80% on a virtual platform. It's a learner-centric and a learner-driven course. It is created to mine the practical know-how and lifeexperiences of all participants, so all generations within the class canhave a revealing experience that they can immediately apply at work andtheir personal relationships in life. At this exact point in time there are300+ million people in the workforce and four generations at play. Webegin to see the tiers of own understanding falling apart. It's no longerabout stereotyping or simply managing by default or banking on quick-recall labels--and here's why--workplace performance or productivityor engagement or intergenerational respect and trust cannot be leftto chance or opinions. We have to pause and consider the followingquestions: 1) What: What are the generation names and labels we use?What purpose do they serve? How do they help and how do they hurt?What do they help us see? What do they hide, obstruct or make us miss?2) So what? Intergenerational communication is poor and we can dobetter. Understand it and skills (strategies and tactics) to prosper andcope. How to use agency and brokerage? What of cognitive dissonance?Responding versus reacting to Fake News? 3) What's next? What havewe learned from this whole century about the 4 generations at work?At home? At meetings or webinars or potluck parties? What of familiesat Thanksgiving? How can we expect to have valuable and meaningfulconversations and relationships with all generations--current and future?The primary goal is not to make up our minds just yet or have cookie-cutter retorts. It's not just what to think but how to think about this verypertinent issue at hand for all practitioners, leaders, managers, and folksfrom all walks of life. There are bound to be far more questions thananswers as we begin, and by the time we close, we would have configuredour own responses to these questions that appreciate the context of ourown unique lives. Prerequisite: Course permit for Non-DYNM students:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Barstow and SubramanianOne-term course offered either termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC, GS. Courseschedule: In person session 9/8 from 10-2 pm. Synchronous andasynchronous session schedules are listed on the syllabus.

DYNM 632 Developing Agile Leaders and OrganizationsThe purpose of this course is to demonstrate how 7 principles of Agilemethodology, when combined with 10 essential leadership practices,can help to transform an organization's culture and achieve sustainableresults with its most important strategic projects. The goal of thiscourse is to teach participants how to apply the methods and practiceseffectively, including how to: - Frame difficult or ambiguous problemsclearly - Obtain alignment, agreement and create accountability aroundgoals - Implement new ways of thinking and working in an Agile-likeway - Develop open, inclusive teams - Create a culture that embracescontinuous learning. Participants will have an opportunity to learnfrom, and work directly with, some amazing senior level leaders atorganizations such as Comcast, Neiman Marcus, Duke Energy, Facebook,Philips and others who will share with the class their own stories oftransformation through Agile methods and practices. They will alsobe available for individual consulting and coaching when participantsget to work on their own transformation assignment for the course.By combining contemporary research on agile and leadership practicewith lessons learned from applications at Fortune organizations, thisinteractive course will provide you with a strong theoretical frameworkand practical experiences to create your enterprise-level transformationproject and roadmap. The final project will be a comprehensivetransformation plan that students could present to a live panel ofbusiness leaders who will serve as judges and mentors for students'transformation plans. Permits for non-DYNM students: https://www.lps.upenn.edu/degree-programs/dynamics/course-permitTaught by: Hart and TarkenCourse usually offered in spring termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A. DYNM Concentration: LMC

DYNM 634 Process Improvement Tools and StrategiesProcess improvement as taught in this course often provides high-leverage, high visibility opportunities for showcasing coaching andleadership skills as a member, coach, or leader of cross-functionalprocess improvement teams. Cross-functional process improvementteams (running lean and six sigma projects) have evolved into amajor pathway for developing leadership and coaching talent in suchorganizations as Baptist Healthcare, Federal Express, Ritz Carlton,Toyota Motor Co., and General Electric. Process improvement projectleaders and team members use specific tools and capabilities to analyzeas-is processes and to define and deploy new or improved processesthat deliver better outcomes and customer satisfaction with less non-value added effort. Leading or serving on cross-functional processimprovement teams creates opportunities to work and network withpeople from other parts of your organization and creates opportunitiesfor visibility to executives and managers sponsoring strategicimprovements. Participating in or leading process improvement is alsoa great leadership, coaching and professional development activity.Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: StankardOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Categories: DE, A; DYNM Concentration: LMC. CourseSchedule: 9/9 & 23; 10/7, 21; 11/4, 18. (Back up date in case ofcancellation: 12/2)



DYNM 635 Organizational Essentials for LeadershipThis course will meet both synchronously and asynchronously.Synchronous meeting days are Tuesday evenings from May 26th toJune 30th. Through presentations by expert speakers, case discussions,and participation in team projects, students will review and evaluatecritical issues from across the frames of business, including general;human resource; marketing; information and stakeholder management;leadership; corporate culture; communications; organizational behavior;sales, marketing and public relations; finance and financial reporting;ethics and social responsibility; unions and government relations; andbusiness law. Each of these elements will be studied in light of changingenvironmental conditions, including the economy; society; consumerbehavior; market trends; regulation; politics, unpredictable events suchas 9/11; organizational change; history; and internationalism. Coursepermits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: ChoukrounCourse usually offered summer term onlyActivity: Seminar1.0 Course UnitNotes: DYNM Course Category: F; DYNM Course Concentration: LMC.

DYNM 636 Frontiers of Leadership DevelopmentThe best organizations for leadership development use a blend of internaland external coaching to a.) Support leadership performance; b.) Develophigh-potential talent capabilities; c.) Accelerate individual, team, andorganizational agility; and d.) Support strategy execution. Leadersmust navigate increasingly complex and volatile global environmentsand rapid technological developments that are accelerating the paceof change in the nature of work, organizational arrangements, andworkforce compositions. This context demands agility, resilience,proactive, continuous learning, and the ability to cultirivate diverserelational networks. Coaching must support these capabilities. Thiscourse is intended for students with an interest in culturally complexleadership development and organizational change. Existing coachingmodels focus on a variety of "soft" skills, but few focus directly on culturelearning and the ability to lead in a variety of cultural environments. Thecourse is based on the premise that our current workplaces require anability to function effectively in a variety of cultural environments andthat leadership requires an ability to recognize and leverage "culturaldiversity" in teamwork, communication, collaboration, conflict, andchange. Coaching, as a leadership development practice, must helpleaders grow in their ability to recognize and leverage the national,professional, functional, and organizational cultures that influenceworkforce enagagement, productivity, satisfaction, and innovation. Thepurpose of this course is to enhance student understanding of coachingmodels, methods, and cases informed by cross-cultural psychology,intercultural communication, anthropology, and international businessdisciplines. Through reading, class discussion, written reflection, andguided practice, students will develop their skills in coaching acrosscultural differences. Students will co-facilitate organization developmentexercises designed to illustrate how to leverage cultural differences.Using Rosinsky's global coaching process as an illustrative exampleof this kind of coaching, students will coach one another through aself-assessment, development planning process, and initial movementtorward their objectives using a global scorecard. Students will thenapply what they learned in a final coaching project. Course permitsfor non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: ReyesOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Course Category: A; DYNM Course Concentrations: LMC,GL, OC. Meeting Schedule: 5/19 & 7/28 from 9-12; 6/15-16; 7/13-14 from9-5.



DYNM 637 Creating High-Performing Groups and Teams: A Course inReal-Time Experiential LearningThis course will be offsite in Pennsylvania, August 4th through 9th,2017. This course will have an additional course fee to cover lodgingand other program logistics. Registration permits will be issued uponsigned Travel Agreement being returned to the Organizational Dynamicsprogram office. This course is limited to 12 students. This five-day, offsiteprogram is more about the "how" to develop high performing teams thanthe intellectual "what" of such teams. For five days the twelve memberswill immerse themselves into what differentiates a high performing teamfrom the dysfunctional teams with which we are familiar. We will takea deep dive into the fundamentals of any group or team in our effortsto become such a team. We will, along the way, learn about the art ofdesign --internalizing the skills and tools essential for building strategicinterventions into a team in real time. Not only will we design them,but alsowe will be critiqued in relation to the quality of our efforts aswell as to the facilitation skills we used during the process. This courseis not for the faint of heart, with participants leaving their names andhistories at the door. We will learn by doing and relate what we learn toboth theory and research. Everything done during hte five days will be"intentional," with a keen eye toward the consequences of our behaviorsand their impact on the evolving team. That will mean long days and anoccasional long evening. While not a walk in the park, it will be full oflaughter and personal insights that should have a lasting impact on thestudent as leader, far after the program ends. The course is limited totwelve students, and each must be interviewed to make certain that thisexperience is what they are ready for. After all, the course involves dealingwith challenging group dynamics and accompanying issues of power andauthority, with dominating personalities; managing differences; buildingtrust; and dealing with the myriad issues that often drive groups, teams,and meetings into dysfunction.Taught by: Rodney NapierOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Course Category: A; DYNM Course Concentrations: LMC,OC. Residential course: 8/4 to 8/9.

DYNM 638 Organizing for Entrepreneurial EffectivenessThis course is a mix of in-person and virtual sessions. In-person meetingdates are 9/5; 10/3; 11/14; 12/12. Entrepreneurship has become apopular aspiration for many individuals in the United States and aroundthe world. In fact, a recent survey by UK Trade & Investment confirmedthat roughly 1 in 3 individuals under the age of 34 have expressed adesire to form their own new venture within the next five years. Thisrepresents a marked increase in aspirational levels over the past twodecades. Although not all new ventures are entrepreneurial in nature,the motivation for starting a new venture is ultimately rooted in a desireto change one's professional and/or personal circumstances. Mostindividuals never achieve this objective because they fail to take thefirst step in organizing their entrepreneurial aspirations into an effectiveplan. This course is designed for mid-career professionals who aspireto either form an independent new venture (i.e., entrepreneurial venture)or lead the creation of a new venture within their existing organization(i.e., intrapreneurial venture). Participants in this course will: 1) learnthe internal and external motivational forces that drive individuals ingeneral and themselves in particular; 2) become familiar with the generalcompetencies and skills needed for a new venture to be effective; 3)understand the unique needs associated with creating a balance teamfor the new venture; 4) cover the practical aspects of developing aneffective new venture; and 5) prepare a formal plan designed to marshalthe necessary resources and support the new venture. The course willculminate with each student preparing a formal executive summary andprofessional presentation to support the creation of a new venture in anew or existing organization.Taught by: KnorrCourse not offered every yearActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: A. DYNM Concentration: LMC, SD. In-personmeeting dates: 9/28 ; 11/9; 12/7. This course also has synchronous andasynchronous online sessions.



DYNM 639 Sustainable Change: Managing Organizational Culture toAchieve Leadership Goals"Culture eats strategy for breakfast," as management guru Peter Druckerfamously said. We know that leaders who can effectively manage theirorganization's culture are better at adapting to market trends, retainingemployees, and engaging external stakeholders who demand morecorporate transparency and social responsibility. Yet most of us findit difficult to understand what culture really is, let alone manage itsuccessfully. This challenge is magnified at a time when technologicaland demographic trends have made organizational boundaries moreporous and ambiguous than ever, threatening to make traditional modelsof top-down change management ineffective. This course will thereforetake a bottom-up, contextual approach to helping students understandand manage organizational culture in order to achieve their strategic andcareer goals. We will start with the individual, learning how culture worksto shape organizational politics. We will discuss ways in which studentscan develop strategies for navigating organizational culture to achievetheir career goals. We will then move to the group level, examining howcultural barriers form between teams, functions, and divisions, harmingcommunication and coordination. The final section of the course willbuild to the organization level and provide students with a toolkit forcreating strategies to achieve sustainable cultural change. The coursewill be heavily focused on practical application: students will conductsemester-long cultural research/consulting projects with organizationslocated in Philadelphia. We will also apply course frameworks and toolsto case studies of leaders attempting to create sustainability-orientedcultures in their organizations. Course permits for non-DYNM students:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: NewberryOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentrations: LMC, SD. CourseSchedule: 1/20; 2/3, 24; 3/17, 31; 4/14.

DYNM 640 Virtual CollaborationNOTE: Logitech ClearChat Headphones and Logitech QuickCamPro9000 are required for this course. Please see the syllabus forother requirements. Across the globe companies, both large andsmall, are increasingly conducting culturally complex work thorughtecnnology channels and virtual personnel transfers, making multi-cultural organization and virtual work inextricably intertwined. In thiscontext electronically mediated collaboration and communicationcapabilities across time, distance, organization, culture, and otherknowledge boundaries have become necessary for the everyday work oftelecommuters, virtual teams, remote managers, professional knowledgecommunities, and electronic marketplaces. This course is primarilyintended for students with an interest in globally distributed work andcollaborative virtual organizations. The purpose of this elective is toenhance student understandings of virtual forms of human collaborationand to develop student abilities to work jointly with others via electronictools. This course design makes typical social patterns encountered invirtual organizations visible so that students can learn from participatingand collectively reflecting on their course experiences. This course hasan online course fee of $150. Course permits for non-DYNM students:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: ReyesOne-term course offered either termActivity: Online Course1.0 Course UnitNotes: DYNM Course Category: A; DYNM Course Concentrations: LMC, GL

DYNM 641 The Art and Science of Organizational CoachingCoaching has become a primary tool for consultants, human resourcesprofessionals and administrators interested in promoting and sustainingleadership and executive development, behavioral change, and roletransition. This course explores the theory and practices associatedwith organizational coaching. We examine and practice the stepsof the normative coaching process, the issues and boundaries thateffect coaching, and pitfalls to avoid. This is an introductory coursethat follows a hybrid model of instruction, learning and applicationin class and in virtual class. The first class will be a weekend face-to-face experience followed by consecutive virtual classroom sessionswith a variety of different applications. Students will practice phonecoaching and virtual coaching as well as virtual group written discussion.Throughout the course we will contrast theory and practice throughour own experience and observation via assignments and behavioralexperimentation. Prerequisite: Permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Kacmarsky, Pennington, and SubramanianOne-term course offered either termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Categories: F, DE; DYNM Concentration: OC In-personmeeting: 10/5 & 6. In person meeting times: 8:00 am to 5:00 pm. Virtualsessions will be scheduled between faculty and students.

DYNM 642 A Cognitive Playbook: Out-Think, Out-PerformStrategy and organization are of a piece. Bain & Company's Chris Zookput the matter ironically: "I don't know whether organization is the newstrategy, or strategy is the new organization, but it's something like that."Too often, however, these realms are treated as discrete. This course notonly integrates strategy and organization; it adds metacofnition (thinkingabout thinking) to the mix. A Cognitive Playbook enables students tounderstand the three perspectives--strategy creation, organizationaldesign, and critical thinking--in light of each other. Students gain both big-picture scope and nitty-gritty tools for organizational analysis, planningand change. They also learn how to speed-read the literature on strategy,organization, leadership, management, and the like--because so muchof it is derivative and redundant. Old wine in new bottles. This courseis highly graphic. At its core are six "cognitive plays," or geometries ofthinking: point, linear, curvilinear, angular, triangular, and cubic. Each playhas its time and place. The challenge is to mix and match appropriately.Playbook shows how. The course is grounded in my two most recentbooks, The Geometry of Strategy and Seeing Organizational Patterns, andincorporates material from a book about metacognition that I am writing.Throughout the semester, students will assemble cognitive playbooks(personal journals of thinking sytles based on their work, educational,and other life experience/observations). They also will create narratives(analysis of past and present, plan for the future) about their current ormost recent organization, using the strategic scaffolding frameworkpresented in Geometry. Prerequisite: Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: KeidelOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: DE, A. DYNM Concentration: LMC



DYNM 643 Trappings, Substance, and Memories: Effective PublicPresentations in OrganizatIn spite of the technological advances that have transformedorganizational communication, the ability to articulate and present ideas,arguments, and positions in a face-to-face context remains a vital skill.At the same time, the opportunities to develop fundamentally soundpresentation skills are rather limited, and, in many cases, organizationsdon't train their employees to do so. In this very hands-on course,we will resurrect this age-old practice by exploring the tried and truepresentation methods and approaches while simultaneously makingdirect connections to how technology has transformed presentationspeaking in organizations. We will initially explore the fundamentalsof public presentations: what makes an effective presentation, thearguments for developing strong presentation skills, and specific analysisof business speech. How does one establish proper credibility and buildthe trust necessary for success? Where does structure play a role andhow can certain elements from theater, storytelling, and narrative helpcreate highly impactful organizational presentations. We'll explore whatdetermines ethical presentations, where charisma (or lack thereof) playsa role, and how to most effectively incorporate visual accompanimentssuch as PowerPoint into presentations. We will dig much deeper intothe development of strong persuasive arguments with emphasis onhow social media has impacted credibility in novel ways. Finally, we willuse improvisational techniques as a way to prepare for those suddenmoments when one is called upon to make a quick presentation. Coursepermits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: ShapiroOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A. DYNM Concentration: LMC

DYNM 644 Applied Organizational Change: Methods DojoThis course will meeting synchronously on Thursdays from 6:00 pm to7:30 pm. There will be two Saturday afternoon sessions toward the endof the semester, dates TBA. This seminar is designed to support existingand emerging leaders who recognize their need for more adaptivepractices to effect organizational and individual change in complex andrapidly changing environments. Building on a strong base of theory, thisseminar is largely experiential. Students are expected to identify a realneed in a system (work, internship, or volunteer), which, if improved,would have a substantial improvement on overall organizationalperformance and satisfaction. Beginning with this problem or dilemma,the seminar is designed as a 'dojo.' or practice space, where students canclarify their own assumptions about how and why change occurs andpractice new techniques and approaches for eliciting change. Theoryprovides the foundation for our work and students will be expectedto recognize and be able to articulate how they are operationalizingtheory in their setting. The purpose of the seminar is to evoke changeat more impactful levels and improve organizational performance andpersonal satisfaction. Participants will examine their own and others'change theories by identifying assumptions about change, testingmethods that evoke change, and field-testing actual shifts in behavior.Participants will engage in a four-phase exploration over the courseof the seminar: first, participants will have an opportunity to articulatetheir mental models about how change occurs and examine those of afew cutting-edge theorists; second, participants will be asked to learnand practice a minimum of 16, and possibly up to 25, organizationalchange micro-methods in class; third, participants will be asked toactivate and test their change model using some selection of thesemethods learned in class on the problem they identified at the beginningof class real-time; and finally, participants will be asked to report on theirexperiences and re-examine their own models for possible revisions.This course is designed to create an 'action-learning' community inwhich participants will gain new knowledge and applied skills and giveand receive feedback while weaving their professional experience, thisclass, and other graduate course work into a new, more robust toolkitof change methodology. This course is also designed to strengthenstudents' ability to lead change from wherever they find themselvesin a system. Prerequisite: Permits for Non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: BenjaminCourse usually offered in fall termActivity: Seminar1.0 Course UnitNotes: DYNM Category: DE. DYNM Concentration: LMC. Course Schedule:In-person: 9/20-22 and 10/25-27. Virtual sessions: 9/9; 10/14; 11/4, allbeginning at 6:30 pm.

DYNM 645 Project Based LaboratoryCourse not offered every yearActivity: Independent Study1.0 Course Unit



DYNM 646 Race, Ethnicity, and the American WorkplaceThe U.S. workplace has long been one of the foremost spheres in whichracial and ethnic inequality is created and perpetuated. This courseinvestigates how racial and ethnic inequality affect our experiences in theworkplace as well as how we as employees, managers, and the like, canpositively impact upon our work environments against bias to promoteequality and inclusion. Although most Americans largely perceive theemployment relationship as one's personal relationship with his/her"boss," one's occupation and/or "job" encompasses much more thanthat. How we come to work at the jobs that we do is about our access tolarger institutional structures within society including education, familybackground, and, importantly our ascribed location within the socialhierarchy. At the beginning of the course, we will spend time studyingrace and ethnicity as dynamic social and political constructs that evolvethrough time and space. We will examine how these constructs relate tosocial stratification, intergroup and intragroup relations, and economicand political hierarchies within U.S. society. The objective here is toprovide you with a better understanding of how and why race continuesto be such a powerful stratifying agent in contemporary America. Wewill spend time discussing the enduring power of structural racism inU.S. society--it's evolution since slavery, and its ability to restrict Black& Brown achievement and success within all spheres. How has theCovid-19 pandemic and the BLM movement further brought to light therigidity of our peculiar system of racial stratification? How can we workto promote true equity and inclusion now? How can we come to workas our "authentic selves" where everyone has a seat at the table? Whathas history taught us about these issues? And, how can we learn bothas individuals and members of organizations to make racial diversity,equity, and inclusion normative experiences for all? Work is a microcosmof our broader lived experiences and it is likely the most "diverse"place we experience in our lifetime. Simultaneously, we will focus onunderstanding history and evolution of diversity, equity and inclusionpractices in the workplace as they relate to addressing racial and ethnicinequality. How have diversity and inclusion practices in the private andpublic sector evolved over time? How do these practices reflect broaderhistorical and societal trends concerning social and racial inequality?What does it mean to go from compliance to commitment? Have wemoved from "diversity for its own sake" to true and meaningful inclusion?What kinds of new initiatives and commitments have organizationsmade since the BLM protests this summer? How has BLM impactedthe experiences of employees of color to-date and where are thingsheaded now? For the rest of the semester, we will examine how workplaceinequality gets produced and reproduced along racial and ethnic faultlines. Do D, E, & I programs tailored to distinct groups alleviate issues ofmarginalization for employees? Why are successful D, E, & I programsprofitable for big business? In addition, we will examine the intersectionsof race, gender, and class in the workplace; how do these intersectionsimpact how we address inequality in hiring, promotions, and recidivism?We will study in-depth how and why personal and organizational biasesremain mechanisms of inequity as well as how social class and genderintersect with race/ethnicity to contribute to workplace discrimination.We will host several guest lecturers throughout the semester.Taught by: TorresActivity: Seminar1.0 Course UnitNotes: DYNM Category: F. DYNM Concentrations: LMC, GL

DYNM 647 Influence and PersuasionThis course meets on the following two weekends: Saturday to MondayMarch 20-22nd and Friday to Sunday April 9-11th. Former Chryslerchairman Lee Iacocca once noted, "You can have brilliant ideas; but if youcan't get them across, your ideas won't get you anywhere." This coursebuilds on Iacocca's insight, helping students develop the ability to winsupport for their perspectives, proposals, and projects from key people inthe workplace. Everyone needs to know how to sell ideas. Sales peopleobviously need this skill and so do managers of all kinds. Even CEOsneed it to gain buy-in for a vision. Influence and persuasion help youwork with and through others--customers, teammates, colleagues, directreports, and stakeholders--who have different professional backgrounds,roles, opinions, and agendas. In highly interactive discussions andexercises, students will learn about practical field-tested frameworksthat draw on current insights from psychology, anthropology, andbehavioral economics. When the course is completed, students willhave mastered the latest thinking about: 1) Persuasion styles and howthey can adapt them to achieve desired outcomes. 2) The five barriersto communication and collaboration and methods for overcoming thebarriers. 3) The systematic steps in the process of selling ideas andnegotiating when you need to. 4) The similarities and differences amonginfluencing, persuading, and negotiating. 5) Ways to build momentumfor ideas. 6) Techniques for motivating others to take action. 7) Winningsupport for culture change. These insights will enable students to workacross the boundaries that create warring workplace tribes. Nearlyevery organization contends with this tribal warfare and leaders needto know how to counter-act the natural human tendency to square offagainst co-workers who have different professional backgrounds orroles. Prerequisites: Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: MoussaActivity: Seminar1.0 Course UnitNotes: DYNM Category: F. DYNM Concentration: LMC. Course Schedule:Two weekends Friday, Saturday, and Sunday. Dates TBA.



DYNM 650 Outdoor DynamicsThis course will have a course fee to support the travel logistics. Thiscourse explores the implications of past and future changes in landuse and population changes over time in one of the least denselypopulated areas of the country, but which serves as both a winter andsummer playground for millions of urban residents each year. Set inthe White Mountains of New Hampshire, only a day's drive for over10 million Americans, the area boasts some of the most pristine andexotic microenvironments in the world, left from the last Ice Age. Over250,000 people visit the summit of Mt. Washington, the region's highestpeak, every year, driving, hiking or riding the cog railway to the top. Thefocus of this course is the growing interest in promoting "sustainabledevelopment," which most people envision as protecting the environmentand wild species from human encroachment and pollution. The coursewill examine the human sphere and the natural sphere as commonground in the analysis of competing issues; areas of compatibility; andfuture plans to promote a sustainable environment in this region. Thecourse will focus on three themes: 1) how the people and institutionstasked with being the environment's guardians go about their jobs; 2)how the area is used by visitors; and 3) how industry and its stakeholdershave worked with local regulators and politicians to create jobs andpromote growth. The course will ask students to overlay the principlesof sustainability and issues management, in managing the increasingconcern that the trajectory of land use and industrial growth willcompromise the region's native ecology and wilderness and backcountryattractiveness. Left to its own momentum, how will the future of thearea fare versus promoting and implementing more sustainable goals?Changes in behavior will be needed to bring the two into line, and thatleads to organizational dynamics. How will stakeholders resolve thenatural tensions of the institutions' (primarily those that operate in theregion) mission and development goals with outsiders' desires? Whatleverage do they and others have in the debate over the future of theregion? In addition to an active outdoor week in the White Mountains,participants will meet with key players and leaders from the area andcome away with a deeper understanding of the major issues in thetensions between "the place no one knew and the place that got lovedto death." Interested students must: 1. complete a course application:https://sasupenn.qualtrics.com/jfe/form/SV_3sFXMSKuCxt77Ex; 2. signand return a travel agreement, which can be found under course syllabusin this listing.Taught by: Barstow/HavelyCourse usually offered summer term onlyActivity: Seminar1.0 Course UnitNotes: DYNM Course Category: A; DYNM Course Concentrations: LMC,SD. Travel Course Dates: 8/3 to 8/11.

DYNM 651 Group and Team DynamicsAlthough groups and teams are often lauded as the mechanisms thatprovide the competitive edge for organizations in today's challengingeconomic environment, there is often little attention paid to the deepersocial and psychological currents influencing group and team dynamics.Organizational leaders and facilitators frequently lack an in-depthunderstanding of how work groups, multifunctional teams, and cross-national executive groups develop, operate, accomplish their goals--or not--and end. Team members often struggle to make meaning ofthe myriad spoken, as well as unexpressed, factors influencing theprocess and outcomes of the groups of which they are a part. Thiscourse, by emphasizing both theory and practice, provides studentswith a thorough grounding in the ways groups and teams developand learn. The class will also examine approaches to building groupand team competencies related to effective communication, conflict-resolution, and solving complex strategic problems as well as ways tomanage the range of intentional and more hidden dynamics that bothsupport and challenge high performance. The course is designed toinclude seven 3-hour classroom meetings across the semester and twoextended sessions that will afford students the opportunity to explorevarious theoretical frameworks. In addition to drawing on the extensiveliterature and research in group dynamics and team building, the classwill rely on experiential methods to help students develop keenerunderstanding and insight into the ways in which their own leadershipand followership dynamics, as well as the dynamics of the group-as-a-whole, influence their team's ability to accomplish its tasks. Prerequisite:Non-DYNM students must complete a course permit request: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: KaminsteinOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Categories: DE, A; DYNM Concentrations: LMC, OC



DYNM 653 Coaching Others to Manage ConflictNot a day goes by when you or I, or a person we are coaching, is notfaced with some tantalizing, challenging conflict. It may be with someonewe love, a conflict in a team, a struggle between two direct reports,a difference with our boss, or the challenge of a difficult, perhapsaggressive persona in a meeting we facilitate. The problem is not thatthere is a conflict. The problem is that most of us have a very thin, ofteninadequate repertoire of responses to the conflicts that engage us ona daily basis. The result is that all too often we are predictable in ourresponses. Thus, if we take these same limited skills and attempt toprovide them to a client in our role as a coach, the consequences willmore than likely be similar. This course is about expanding your repertoireof responses to a wide array of conflict situations. In the process, youwill increase your understanding of the theoretical constructs thatunderlie successful conflict management. Not only will your strategiesfor managing a variety of conflicts expand, but you will be better ableto design unique responses that relate to the particular situation withwhich your client is faced. How you translate these ideas to your clientsand, in the process, provide them the confidence to use them, will be acentral theme throughout the course. This course provides a balancebetween intellectual theory, skills, and applied strategies along with thetime to practice them. Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: NapierOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: OC. Meeting Schedule:9/8-9; 10/13-14, 27.

DYNM 654 Crisis Communications and Reputation RiskChemical plant explosions, defective products, financial impropriety,cover-ups, corrupt practices, reckless behavior, and other corporatefailings are ruining reputations, toppling corporations, and sendingresponsible parties to prison for failing to obey the law or act ethically.Worse, these behaviors are harming the public and the institutional trustwith which our society must have in order to function. Whereas improper,illegal, and even immoral behavior on the part of business owners andoperators is not new, the Internet and social media are bringing such actsinto public scrutiny with both 24/7 coverage and worldwide attention.Reputations that took sometimes a century to build are lost in minutes,either never to be rebuilt or permanently damaged, harming customers,shareholders, employees, and suppliers in their wake. Individuals aswell are subject to the same forces and dynamics of reputation andethical behavioral lapses. Yet why do some companies and individualsrebound while others do not? Are common factors at work? Do they havea predictive quality in terms of other or all organizations? Crises areoften blamed on bad PR, a poor crisis communications plan, or a less-than-credible spokesperson. If so, the company could just hire a slickPR firm, media-savvy advisor, or say a few mea culpas and move on.Often what is at stake is a core failing--a breakdown in ethical behavior orproblem-solving systems--that can't catch problems before they happenor when they do, tap into a network and a reservoir of employee goodwill,customer credibility, supplier loyalty, and stakeholder confidence. Still,even an ethically-guided, resilient organization that has all these assetswill need help when a crisis hits. That's when solid and real-world basedcrisis communications take front and center stage. The course willboth tease out how dysfunctional organizational dynamics can lead acompany or organization down such a path and what options it took orshould have taken to restore its reputation and what an ethical companycan do when an event threatens to derail its reputation. It will examinethe variables involved in crisis formation, communication once a crisisoccurs, and management as it unfolds. In doing so we will considerthe organization's vulnerabilities, the environment in which it thrives,the stakeholders who can influence its operation, and the strategiesbest suited to maintaining or enhancing its reputation. We will alsoexamine the role of media in a crisis, as both a catalyst and intermediaryin a communication strategy, and what to say and not say. This willinclude a real-life "hot box" session that will be video-taped in whichstudents will prepare and read a crisis statement and then be grilledby both students, the professor, and outside guest experts about theirorganization's crisis and response. By course end, students shouldhave developed a deeper understanding of the range of crises facingorganizations, an enhanced appreciation of communication tactics andstrategies that can be brought to bear in such situations, and a greaterunderstanding and ability to diagnose and formulate viable outcomes.Prerequisite: Non-DYNM students must complete a permit request:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: HavelyOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: DE. DYNM Concentration: LMC, GL, SD.



DYNM 655 Using the Political Process to Effect Organizational ChangeAt one time or another, each of us has said something like, "I knowwhat to do to make some really effective--and possibly even profitable--changes in this organization,but the politics make it almost impossibleto get anything done." The sense is that, althaough there are changesthat should be made to improve organizational performance, politics(internal, external, governmental) simply obstructs our ability to makea difference. Frustrations notwithstanding, depending on how it isemployed, politics can be either an impediment or, more importantly, asource of opportunities for improving organizations. Politics is the artand science of coordinating individuals, departments, management,markets--the entire organizational environment-to effect a balancebetween the organization's objectives and the methods used to achievethem. As with the other factors that are employed to affect organizationalperformance-the methods used to improve manufacturing, marketing,sales, finance, and so on-politics is a means that organizations can useto initiate and maintain critical personal and institutional relationshipsOne of the seminar readings--Latimer's "Why Do They Call It Business IfIt's Mostly Politics?" is used to provide illustrations of the ambiguousnature of much of what is regarded as organizational politics. What iscritical to understand and appreciate from the outset, however, is thatpolitics is not an external factor that is imposed on organizations. Politicsis not only a means for achieving personal or institutional power; it isalso a method for developing and maintaining personal and institutionalrelationships within and among individuals and organizations of all types.This seminar will discuss organizational politics and the ways that it isused to identify, characterize, and effect change--both within and amongorganizations. After reviewing several perspectives on organizationsand the roles that political processes play in decision-making, a series ofcases is presented that illustrate the contexts and conditions for effectivepolitical communication and coordination. Prerequisite: Course Permitsfor non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Gale and BradyOne-term course offered either termAlso Offered As: GAFL 555Activity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC

DYNM 656 The New Normal: Racial and Ethnic Diversity in the 21stCentury WorkplaceThis course examines the social construction of race and ethnicity,including relations within and across groups, with a particular focuson their implications for organizational culture and management. In avery real sense, the workplace is a microcosm of the larger society; aplace where our individual experiences, beliefs, and biases related to raceand ethnicity intersect, creating both opportunities and challenges. Ourcapacity to understand the different backgrounds and experiences thatindividuals and groups bring to the organization, as well as recognizingour own biases and the biases of others are directly implicated in ourability to both manage and be managed in the organizations that we area part of. A primary objective in this course is to increase our capacityto first understand the contours of racial and ethnic diversity in twenty-first century America by investigating (1) the historical context thatinfluences present-day understandings of racial/ethnic diveristy (2) howand why individuals from different racial/ethnic backgrounds can "see"the same thing but interpret it very differently, depending on experience,culture, and social position relative to race/ethnicity (3) the meaning andimportance of dominant and minority groups, the degree to which a racialhierarchy exists, and the implications of that hierarchy for importantoutcomes (4) the degree to which the workplace is, indeed, a microcosmof the larger society (5) the pitfalls of "colorblindness" (6) the nature ofstigma and its workplace implications and (7) the benefits and drawbacksof affirmative action policy in the workplace.Taught by: CharlesCourse usually offered summer term onlyActivity: Seminar1.0 Course UnitNotes: For additional information, please see our website at: <ahref='http://www.organizationaldynamics.upenn.edu'>http://www.organizationaldynamics.upenn.edu</a>



DYNM 657 Strategic Engagement with GovernmentGovernment actions play a major role in business, shaping theenvironment in which companies operate and making direct purchasingand investment decisions. Most organizations, however, do little toconsider, respond to and shape government decisions that impact them.This course will explore ways in which the private and public sectorsinteract and will equip organization leaders to engage strategically withgovernments around the world. Students will study how governmentactions influence business results and will learn proven methods foroptimizing growth and reducing risk from interaction with governments.The instructor will draw on his 40 years of professional experienceas international government affairs leader for General Electric, as aconsultant, and as a trade negotiator in the Office of the United StatesTrade Representative. The course will use case studies and smallgroup exercises to illustrate and emphasize key points. Students willalso engage with business and government leaders, who will discusschallenges they face and successful approaches to addressing thosechallenges. Students will work in small groups on exercises andsimulations between some class sessions and will then present theirresults during the subsequent class period. Reading assignments willalso take place between class sessions. There will be at least one writtenassignment during the course. Each student will hold at least one 20minute 1-1 discussion of the course material with the instructor duringthe course period. The course schedule provides two periods for thesediscussions, and students can arrange an alternative time with theinstructor. Students are responsible for scheduling their sessions.Taught by: RichardsCourse usually offered in spring termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC. This course meets6/7-11 in Philadelphia on campus and meets 6/11-13 in Washington, DC.

DYNM 658 Fundamentals of SustainabilityThis course is designed to provide an introduction to sustainabilityconcepts and challenges through the lens of the world's mostsignificant framework to address them: the United Nations' SustainableDevelopment Goals (UN-SDGs). The UN-SDGs serve as a blueprint foraddressing the world's most critical social and environmental challenges,calling for urgent collaboration and change to reset the world on a paththat operates within planetary boundaries and promotes global prosperityand security. This course will explore extraordinarily significant threats tothe way of life of future generations--such as climate change, ecosystemdegradation, health and nutrition, pollution, and resource depletion---withspecific attention to sustainability challenges and solutions involvingfood, water, energy, oceans, waste, plastics, biodiversity loss, andurbanization. Further, the course will include focus on the importanceof transitioning from linear to circular systems and maximizing lifecycle resource utilization. Case studies of scalable sustainabilitypractices and organizational leadership for sustainability will be reviewedwith additional input from global thought leaders. Course permitsfor students outside of the DYNM, MES, or MSAG programs: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: Finn and HegdeOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentration: SD.

DYNM 659 Art and Relational SkillsThis course will meet on the following schedule: Saturdays: 9/18;10/2, 10/16, 10/30; 11/13 Art and creativity offer a rich experientiallearning opportunity to develop personal and interpersonal skills. Thisunderstanding builds on existing research and literature as well as inthe experience of the instructors implementing art and creativity. Thiscourse offers an opportunity to create a safe environment to learn,practice and develop key relational skills using art and creativity, sharedlearning experiences and reflection, modeling newly acquired skills for theparticipants' professional and personal practice. This experiential coursewill support the development of relational skills, such as interpersonalconnection, presence, and empathy using art and creativity. It is a 100%hands-on course that requires personal commitment, an open mind, anda desire to learn and grow in new, non-traditional and effective ways.Throughout the course, participants will assess their own relational skills,choose areas for development, and work on enhancing their continuinggrowth and development using the means provided. Participants willbe able to use the tools and models to continue their development afterthe course as well as for implementing them in their coaching practiceor leadership roles. Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Tordini & RussoCourse usually offered summer term onlyActivity: Hybrid Course1.0 Course Unit

DYNM 660 Theory and Practice of Organizational LeadershipThis is a practical course designed to help participants engage inreflective practice regarding their own leadership and their relationshipto leadership by others. Students will present case material from theirworkplaces or other settings, which the class will work live with theaim of creating new insights and actions students can implement andreport back on. Foundational readings will provide a shared language andconceptual framework. Likely outcomes for students are an increasedexperience of choice, responsibility, and personal power in work andother relationships. For additional information, please see our website at:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: WingCourse usually offered in spring termActivity: Seminar1.0 Course UnitNotes: For additional information, please see our website at: <ahref='http://[email protected]'>http://[email protected]</a>



DYNM 661 Organizational Culture Change: Theory and PracticeThe importance of organizational culture as a factor that can influenceorganizational performance either positively or negatively gainedrenewed attention beginning in the mid-1990s. The success of high-profile firms with "quirky cultures" such as Southwest Airlines andthe entrepreneurial cultures of high tech firms that, along with therise of interest in companies that have created "Great Places toWork", with associated awards programs have generated recognitionthat organizational culture can be a major factor contributing toorganizational performance. The related emergence of "high performanceorganizations," acknowledgment that organization culture can trumpthe implementation of organizational strategy, competition amongcompanies to attract the best employees, and the failure of manyfinancially promising mergers and acquisitions all pointed to theimportance of understanding and intentionally managing organizationalculture. More recently, events related to the MeToo movement andBlack Lives Matter have focused our attention on the degree to whichall members of an organization are welcomed, respected, valued andheard along with having an equal opportunity to succeed on the meritsof their performance rather than be judged on their identity. The renewedawareness has called long overdue attention to the fact that life withinmany organizations has been deeply inequitable. This course will addresshow organizations can change deep rooted cultures that favor somegroups over others when those who most need to change and whocontrol the changes that will be made are benefitting from the culturethe way it is. We will also consider the relationship that formal policiesand informal practices have on reinforcing or shifting cultures as well asthe daily form of interactions among organization members that may beignored. We will discuss what is meant by having an "inclusive" cultureand how organizations can become more inclusive and equitable. Onlywhen inequities are effectively addressed can an organization achievehigh performance that is sustainable over time. Organizational cultureschange for better or worse when an organization is faced with a crisis.COVID19 has had a substantial impact on many organizations. Theresponse of each organization's leaders has either reinforced the cultureof the organization or revealed underlying values different from those thathave been espoused. We will examine how leaders' behaviors in a crisissupport or change culture. This course also will address many of themajor debates about organizational culture as well as provide studentswith tools for better assessing and understanding organizationalculture, and leading and managing culture change. Course material anddiscussions will consistently address issues related to both theory andpractice with particular attention to how these apply to current issuesimpacting organizations. https://www.lps.upenn.edu/degree-programs/dynamics/course-permitTaught by: VandersliceCourse usually offered in spring termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC. Course Schedule:This course will meet on specific Monday evenings and Saturdays. Exactdates are TBA, but will be listed below when confirmed.

DYNM 662 Entrepreneurship and Leadership: Creating WinnersPeter Drucker once famously said that "entrepreneurs innovate." Thecourse looks at how innovation drives the entrepreneurial process in bothlarge organizations and in startup ventures. It stresses the importance ofbringing entrepreneurial vision and energy to all organizations: profit andnon-profit, as well as government and institutional. The course examinesthe characteristics of successful entrepreneurs. Participants will learnhow to develop their own entreprenuerial instincts and how to encouragean entrepreneurial culture in their organizations. The course examinesthe challenges of startup ventures and provides practical information toparticipants who are considering an entrepreneurial venture. It exploresstrategies for identifying opportunities, creating successful businessmodels, valuing a business, raising capital and managing the business.The course builds understanding of how a culture of entrepreneurhipand innovation are critical to any organization that wants to surviveand prosper in the future. The course discusses how sustainability isbecoming a global force for change, creating exceptional entrepreneurialopportunities. The course looks closely at the leadership roles of both theCEO in a large organization and the entrepreneur in a venture. The courseexamines how leaders in all kinds of organizations set priorities, identifygame-changing opportunities, shape the organizational culture andmotivate their teams to achieve outstanding performance or, sometimes,fail. The course stresses the leadership responsibilities of the board ofdirectors in providing governance and oversight in both for-profit and non-profit organizations. Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: KeechOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, SD



DYNM 663 Green Skepticism: Communicating and ImplementingSustainable BusinessGreen initiatives are creating competitive advantage for businesses.Smart companies are integrating environmental stewardship into theirstrategies, operations, marketing, and product innovation. Companiesthat successfully embed sustinability in their their core business strategyand culture--rather than "bolting it on" as a peripheral activity - aregaining the most value added. Embedding sustainability requires theactive engagement of all organizational stakeholders, many of whommay be green skeptics, dubious of the need to change. "Many peoplewho feel passionately about sustainability cannot relate to those whohave a harder time understanding the need for a change..." - Corporateassociate & MBA candidate. The business case for sustainability hasbeen made many times, yet skepticism about the need for changeremains widespread. While adopting sustainable business practicesmust make sense financially, an economic argument alone may notbe enough to convince people to purchase green business productsand services or to implement sustainability practices. The course isbased on the assumption that "task significance" is an important factorfor implementing sustainable business practices. This means helpingpeople see the connection between small tasks they are being askedto do and the big picture of global sustainable business.The first partof the course focuses on understanding sustainability driven changesin the global business landscape through a coherent framework. Thesecond part of the course focuses on what those changes mean forbusiness fundamentals: consumption, production systems, innovation,and emerging economies. The third part of the course focuses oncommunicating and implementing sustaianable business strategiesand initiatives. Students will have the opportunity, with a team, to designa communication and implementation program for an organization.Throughout the course, strategies and tactics that work to engageskeptics who do not understand the need for change, as well astactics that don't work, will be studied. The course is based on theinstructor's experience leading hundreds of business and environmentalprofessionals from skepticism to enthusiasm for sustainable businessover the past decade. This course is designed for everyone tasked withengaging others in implementing sustainable business practices andfor entrepreneurs selling green business products and services. It willprovide strategies for enhancing a technical and economic sales pitch.The course is also for those who may be skeptical themselves, and wantto reconsider their skepticism. Categories: A Concentrations LMC, SDTaught by: HellerOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: For additional information, please see our website at: <ahref='http://www.organizationaldynamics.upenn.edu'>http://www.organizationaldynamics.upenn.edu</a>

DYNM 664 Organizational Culture and LearningWhat is organizational culture? What is organizational learning? Howdo organizations learn effectively and change their culture? A learningorganization is skilled at creating, acquiring, and transferring knowledge,and at modifying its behavior to reflect new knowledge (Garvin, 1993).According to Ray Stata, Chairman of Analog Devices, "The rate at whichindividuals and organizations learn may become the only sustainablecompetitive advantage." However we define and prioritize organizationallearning, we must still struggle with how to do it. This is a tougherquestion. The thesis of this seminar is that an enriched understanding ofculture can enhance organizational learning. Participants will explore theconcept of culture, study the work of Chris Argyris, and discover practicesand behaviors that promote organizational learning and culture change.The objective of this seminar is to help participants get beyond highlyabstract philosophy and develop a deeper understanding and usefulskills based on these concepts. This course will meet on the followingWednesdays: May 27th; June 3rd, 10th, and 17th; July 22nd and 29th.Taught by: BarstowOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: For additional information, please see our website at: <ahref='http://www.organizationaldynamics.upenn.edu'>http://www.organizationaldynamics.upenn.edu</a>

DYNM 666 Systems and Design ThinkingThis course is designed to challenge the traditional thinking of basicmanagement strategy and practice and to show why organizations mustlearn to think differently. This course takes a multidisciplinary approachto challenge participants to rethink their assumptions and move beyondthe traditional practice of complex problem and management strategyformulation and execution. The course will look at the challengesand opportunities that come from integrating Systems and DesignThinking to create more sustainable solutions. The prevailing patternof thought employed by management is analytical. A new pattern ofthought is required: synthetic. Systems thinking involve both analysis - toproduce knowledge of organizations (systems) - and synthesis to provideunderstanding. Without both, effective solutions to problems cannot beobtained. To go beyond understanding to wisdom requires awareness ofthe difference between doing things right (efficiency) and doing the rightthing (effectiveness). The better we do the wrong thing, the more wrongwe become. Today a great deal of energy is expended by organizationsin an effort to increase the efficiency with which wrong things are done.This course looks at how systems and design thinking can increase thechances of making the right decisions; doing the right thing.Taught by: McAdamCourse usually offered in fall termActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentrations: LMC, SD



DYNM 669 The Power of ConfusionConfusion is a lack of clarity about some situation that matters to you,which causes you to feel so uncertain or uncomfortable that you havea hard time making decisions. You may be confused about whetheryou fit into an organization; or about what work makes you feel greatversus work that you are good at or about the right thing to do whenyou are frightened. The power of confusion is that it forces you tostop and seek clarity in your life and career. This seminar addressesseven types of personal and organizational confusion encounteredin organizational life during a professional career: 1) confusion overwhich personal ethics, skills, and talents you find most meaningful; 2)confusion over discovering what is really going on in an organization; 3)confusion of who is in charge--leadership and which direction 'we' aremoving toward? 4) confusion over 'what's in it for me?' How motivationand satisfaction relate to incentives and pay schemes; 5) confusioncaused by blaming, rather than developing skills needed to make lastingchanges and improvements; 6) confusion about how teams pull together7) confusion caused by committing random acts of improvement insteadof building a system for making customer-oriented organizationalinnovations and improvements. You were not born with any inheritedknowledge or wisdom, yet you are certain to face fear and confusionduring your lifetime. You were born with curiosity and the ability toask 'why?' when you face a confusing situation. You were also bornwith the ability to think for yourself, listen to others, and learn fromexperience. Confusion spurs you to use these abilities to gain the claritythat leads to understanding and wisdom; you will need tools to guideyour learning. This seminar will show you how to use simple tools toachieve that clarity. Course permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: StankardOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, OC. CourseSchedule: 1/14, 28; 2/11, 25; 3/11; 4/1. Snow make up day: 4/8

DYNM 671 Workplace Ethics: Ownership, Participation, ProductivityIn this course, you will have the opportunity to: 1) examine ethical,religious, legal, technological, and economic bases for differentownership systems from early human history through the 20th century;2) develop a theoretical framework for understanding ownership issuesin the contemporary workplace; 3) review social science concerningownership and the related organizational issues of motivation,performance, productivity, profitability, culture, diversity, and equity;4) analyze a variety of cases to measure ownership's effects acrossmany industries and business situations; 5) learn about variousforms of ownership and compensation in use today in small and largeorganizations, both public and private; 6) utilize a diagnostic tool forassessing the ways in which your own organization's culture andbusiness outcomes are impacted by the firm's ownership system; 7)describe your own experiences of the different ownership systems withwhich you may have engaged, including: family, schools, little leaguesand professional sports, volunteer service organizations, charities,religious institutions, professional service providers (e.g., doctors,lawyers, veterinarians), the places where you shop (e.g., think aboutGenuardi's before and after it was sold to Safeway), and the differentplaces you have worked...as a way of systems; 8) assess and refineyour views regarding ownership in light of your own social, political,religious, andethical commitments. Who is going to own what we allhave a part in creating? The history of American business is an evolvinganswer to the question of ownership. Of all the issues relevant toorganizational dynamics, ownership is arguably the most important andleast understood. Matters of ownership have also been and remain ofintimate concern to ordinary Americans-the slave yearning to be free,the young couple with a dream of home ownership, the entrepreneruwho wants to be his own boss, the consultant who wants to form apartnership with her best friends, and the indebted, mid-level managerreviewing last year's 401(k) statement. Course permits for non-DYNMstudents: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: LamasCourse usually offered in spring termActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentration: LMC. Course meetingschedule: 1/20, 27; 2/3, 17, 24; 3/17, 31. This course is scheduled for 7Sunday meetings. At the first class meeting, the and students will discussmodifying the schedule by reducing the number of meetings or the hoursof Sunday meeting by having some of the course hours via Zoom.



DYNM 673 Stories in Organizations: Tools for Executive DevelopmentAs we all know, living in--and out--of organizations is getting exponentiallyharder. Things seem to be multiplying, splintering, and coalescingkaleidoscopically, and each of us is increasingly taxed to make senseof it all, let alone create meaning for ourselves and those we manageand care about. Remarkably, a powerful tool for helping us is one wehave already mastered: stories. As humans we think, feel, speak, listen,explain, and believe in narrative form. Yet this capability is dramaticallyunder-exploited at work. This course examines a variety of ways tobring the power of stories to organizational life. We will look at howstories enhance communication, support change, and intensify learningand development in individuals and organizations, thus informing yourleadership style and effectiveness. We will have many opportunities inclass to apply "story-based technologies" to issues you face in personalor professional life. Readings come from the literatures of humandevelopment, narrative psychology, organizational change, executivelearning, and, of course, from literature itself. Prerequisite: Course permitsfor non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: GrecoCourse not offered every yearActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: LMC

DYNM 674 How to Speak, Think, and Act Like a CEODYNM Category: A; DYNM Concentration: LMC In this course we lookat how great CEOs communicate, engage, build credibility, and lead.The purpose of the study is to guide potential future senior leadersto recognize and develop the necessary habits and perform effectiveleadership practices that helps them to build their credibility and createa lasting legacy of great leadership. We take the position that mostaccomplished CEOs do three things brilliantly: 1) Make good strategicdecisions based on how they see their environment; 2) Behave in away that sincerely honors those they lead, and 3) Create meaning andpurpose by having and communicating a compelling vision of the future.These are the three agendas. How does the effective leader makethis real? How do they develop the capacities that enable emotionalintelligence, futuristic thinking, and being a respected leader who otherswant to follow? Creating the conducive environment is a two-way street- building your own capabilities that create a culture that others wantto work in. These are skills that can be learned. It begins with self-awareness about your strengths and blind spots and how to build highperforming teams. By the end of the course, through self-assessments,individual and peer coaching, class meetings, discussions, assignments,presentations, case studies, research, and required readings, participantswill: 1) Define and communicate their own strengths and blind spots;2) Engage with models for learning how to people read and collaborateeffectively to engage in learning with others; 3) Receive feedback andcoaching from peers and faculty; 4) Describe the leadership and teamdynamics that enable organizations to thrive; 5) Explore models andframeworks for strategic application and presentation delivery; 6) Presenteffectively to various group sizes and audiences; 7) Learn how to assesspersonal effectiveness in the execution of executive communicationand engagement; 8) Work with a model for effective decision makingto guide their own actions. Permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: Hart and HayashiCourse usually offered summer term onlyActivity: Seminar1.0 Course Unit

DYNM 675 Advanced Seminar in Organizational PoliticsThis course will meet both synchronously and asynchronously. Thesynchronous sessions will be Tuesday evenings from May 19th to July7th. The goal of this course is to assess/advance the participant'scompetence in applying the "eighth habit"--that of organizational politicsand power, in a variety pf organizational settings, system levels andcontexts. Course requirements are: 1) a detailed learning log (to besupplied and reviewed weekly; 2) A political autobiography (guide tobe supplied); 3) Active participation in all sessions; 4) Three interviewsof senior managers on the topic of politics (interview guide to besupplied;Note: Additional interviews may be done for extra credit; 5) Anassessment of the political map of a complex organization (map to bedeveloped in class; 6) A peer completed assessment using the "politicalskills inventory" (see Ferris). Course permits for non-DYNM students:https://www.sas.upenn.edu/lps/graduate/dynamics/course-permit.Taught by: EldredCourse not offered every yearActivity: Seminar1.0 Course UnitNotes: DYNM Course Category: A; DYNM Course Concentration: LMC.

DYNM 676 Communication Competence: Extracting Value in KeyOrganizational InteractionsOften an organization can facilitate its own success by employingfundamental communication practives during value-latent interpersonalinteractions. In this course we explore the direct relationship betweencompetent communication and the ability to extract maximum valuein most Key Organizational Interactions. Starting off on a personaldevelopment note and building off time-tested principles, participantswill conduct their own communication skills assessment to determinetheir own communication strengths and identify specific areas forimprovement. Qualities such as effective empathy and active listeningare also explored. Moving into the organizational realm, together wedefine then locate those Key Organizational Interactions, both withinand external to the organization, that significantly impact how thatorganization is perceived.We explore all the possible value points withinthese Key Organizational Interactions, how they tie into the organization'sstrategic objectives, and how to best approach them interpersonally.Non-DYNM students must complete a course permit request: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Brian ShapiroCourse usually offered in fall termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Course Category: A; DYNM Course Concentrations: LMC



DYNM 677 Post-Disruptive Growth: Scaling and Growing for Individualsand SystemsReality has moved from a physical location to a cognitive location--in our minds. An exceptionally hands-on course that brings in theintellectual discipline with real-time application to look at the shatteringof assumptions in face of crisis (as the current one) and what happensto individuals, groups, communities, and systems - when the world takesthe blue pill overnight (goes virtual and hyperreal). The interaction withthe altered reality is often hindered by cognitive traps of ghost structures(i.e. only stay in memory but have disappeared from concrete reality)that lead to counter-productive decisions by individuals (personal andprofessional) and systems. The course is highly recommended forleaders and managers of complex organizational structures who mustcontinue to create a "holding environment" for psychological safety fortheir teams, managers, leaders, customers, vendors, and themselvesin redefining post-disruptive growth in micro-and-macro decisions forValue Creation in everyday interactions. There will be conceptual andexperiential assignments that will enable rich scrutiny with immediateapplication in their work and life. This course will have both synchronousand asynchronous sessions. Permits for non-DYNM students: https://www.lps.upenn.edu/degree-programs/dynamics/course-permitTaught by: Amrita SubramanianCourse usually offered in spring termActivity: Seminar1.0 Course UnitNotes: For additional information, please see our website at: <ahref='http://www.organizationaldynamics.upenn.edu'>http://www.organizationaldynamics.upenn.edu</a>

DYNM 680 Developing Emotional Intelligence through ArtWednesdays June 2, 16, 23 and 30 and July 14; Saturdays and Sundays:June 5-6; July 10-11, 24-25. This course is designed for those who wantto increase their emotional intelligence awareness and understandingand develop their emotional intelligence skills. Students will explorethe five competencies of emotional intelligence - self-awareness, self-management, motivation, empathy, and relationship management- using art as a creative tool for experiential learning. The course isa deep and innovative way of learning. It will engage students in aninteractive and reflective way. It is a highly experiential, 100% hands-on course that requires personal commitment, an open mind and adesire to learn and grow in new, non-traditional and effective waysParticipants will be able to use the tools and models to continue theirdevelopment after the course as well as for implementing them in theircoaching practice or leadership roles. This course is designed to: Developemotional intelligence skills for successful relationship-building andtransformational actions such as coaching, leadership, managementand consulting. Support participant transformation based on strength-building. Provide effective and creative tools for experiential learning inthe areas of coaching and leadership stimulate and encourage creativityand innovation in coaching practices and in the leadership space. Providetools for on-going self-assessment and reflection, action planning andcontinuous development. DYNM Category: A; DYNM Concentrations: LMC,OC. Permits for non-DYNM students: https://www.sas.upenn.edu/lps/graduate/dynamics/course-permitTaught by: Tordini and RussoCourse usually offered summer term onlyActivity: Hybrid Course1.0 Course Unit

DYNM 681 Diversity Beyond Lip Service: The Evolution of the CorporateExperienceThe COVID-19 pandemic accelerated the future of work trends. Theworld has changed in ways that can't be undone. We must considerthe new context for how we work inclusively in organizations, and theefficacy of our systems and practices to best serve internal and externalstakeholders. This course is designed to help students navigate thecutting-edge of this corporate evolution. We will analyze theoreticalapproaches and practices for DEI strategy and implementation. Classsessions, case studies, everyday culture scenarios, group projects, DEIstrategy proposals, and discussions will examine practical approachesto address the dynamics that create discomfort, fear, and apathyin organization leaders. Students will be encouraged to developproactive and innovative solutions integrating modern theories andpractical application to help mitigate this discomfort and fear; whilealso cultivating sustainable accountability and tangible outcomes.Students will gain practical skills to join the movement of the post-COVIDworkforce towards creating the long overdue--and lasting--social, cultural,organizational change, and evolution. DYNM Category: DE, A; DYNMConcentrations: LMC, GL, OC.Taught by: La'Wana HarrisCourse usually offered in fall termActivity: Online Course1.0 Course UnitNotes: Non-DYNM students: <a href='https://www.lps.upenn.edu/degree-programs/dynamics/course-permit'>https://www.lps.upenn.edu/degree-programs/dynamics/course-permit</a>

DYNM 693 The Global LeaderThe "Global Leader" is a co-listed INTS/DYNM course, developed as partof the Lauder Institute's new Global Program that will prepare studentsfor leadership roles in international and culturally diverse envrionments.The course will focus on deveoping skills through a hands-on approachthat includes using case students, in-class exercises, movie clips, andclass discussion, with readings that emphasize theory and application.The ocurse is comprised of two modules. The first module - GloballyCapable Leadership - will ingtroduce students to the core qualities ofleadership that transcend culgtures, as well as examine how culturalcontext influences leadership efficacy. The second module - ManagingAcross Borders - will teach students how to negotiate effectively in avariety of contexts, including conflict resultion,k transactional settings,conflict resultion, and across borders, such as those of gender, ethnicidentity, national culture, and differences in values and beliefs.Taught by: TaheripourOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: For additional information, please see our website at: <ahref='http://www.organizationaldynamics.upenn.edu'>http://www.organizationaldynamics.upenn.edu</a>



DYNM 705 Capstone CourseIn Summer 2020, the capstone course will meet completely online duringthe 11-week session. The course will meet synchronously on Mondayevenings and also have some asynchronous sessions. This courserequires the student to study a topic of their own choice, discuss theirprogress with the class in regular meetings and to deliver a final paperthat meets the following criteria: 1. Makes an argument, describes orsummarizes a position that is unique, original, or which directly applies tothe student; 2. Uses primary sources or applies to a primary organizationas much as possible; 3. Conforms to the style and format of goodacademic writing and the MSOD Capstone Presentation Guidelines; 4.Allows a student to demonstrate competencies gained from the coursescompleted in the Organizational Dynamics program. The role of thecapstone professors is to coordinate the development of each student'scapstone committee, to offer facilitation during peer-review discussion, todiscuss the student's work as the capstone is written. A course professormay also be the student's primary advisor or a reader. For details aboutthe capstone course, including delivery dates, please see the DYNMCanvas community site.Taught by: Barstow and RussoOne-term course offered either termActivity: Hybrid Course1.0 Course UnitNotes: DYNM Category: Capstone. This course is an online and in-personcourse.

DYNM 720 Foundations of Organizational Consulting and ExecutiveCoachingThis 5.5 day intensive course is the first in a six-course cohort programin Organizational Consulting and Executive Coaching. During this coursestudents will experience the formation of a group (their cohort) and learnthe dynamics that commonly affect groups. Students will be taught avariety of theoretical constructs which influence the helping professionalrole and also start to practice as helping professionals through livecoaching and case studies. In addition to textbooks for this course,students will also need to purchase an assessment. Details on thisprocess will be provided to students before the course start. All OCECcourses are registration by permit only. The program office will issueregistration permits prior to the semester start so that students canregister. Prerequisite: This course is for OCEC Cohort members only.Taught by: Ostrowsky, Pennington, SubramanianOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentration: OCEC. Course Schedule:TBA

DYNM 722 Making Meaning from Org Exp & Establishing Frameworks forConsulting & CoachingThis course is designed to immediately follow the five-day DYNM 720intensive in order to build on cohort member experiences by introducing abroad range of coaching and consulting theories. Using newly introducedtheories and your own experiences and observations, you will beginapplying them to assess, interpret, and make meaning of behavior atthree levels: individual, group, and organizational. Using your knowledgeand research, you will begin narrowing and deepening theories youare drawn toward to begin laying a foundation for your further work inDYNM 723 and 724. DYNM 722 culminates with each cohort memberresearching and executing a high-level presentation based on onetheoretical approach. You will continue your cohort-based learning withyour deeper appreciation of one approach, as well as benefiting fromeach of your cohort member's presentations. Prerequisite: This course isfor OCEC Cohort members only.Taught by: OstrowskiOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: F; DYNM Concentration: OCEC. Course Schedule:TBA

DYNM 723 Consulting and Coaching Process: Knowing YourselfParticipants learn to be coaches by being coaches to one another. Overa two-month period, cohort members expand their repertoire of skills andtools, share their experiences, and together scrutinize the client/coachrelationship.Taught by: PenningtonOne-term course offered either termActivity: Seminar1.0 Course Unit

DYNM 724 Beyond the Dyad: Group Coaching Theory and PracticeThis course explores the application of coaching principles, models, andtechniques in the context of groups and teams. While most coachingis dyadic in nature, coaching in group or team settings requires anunderstanding of the complex social dynamics that shape learning andchange in groups, as well as the levers and mechanisms that enablecollective action toward common goals. The course is designed to buildon and complement your growing base of scholarship and practice from720, 722, and 723.Taught by: OstrowskiCourse usually offered in spring termActivity: Hybrid Course1.0 Course Unit



DYNM 727 Practicum Experience in Consulting and CoachingParticipants integrate everything they have learned by contracting witha client to provide consulting/coaching services. Individual supervisionis provided on a weekly basis by a core faculty member and peersupervision is provided in two clinics, where cohort members share theirexperiences and learning with one another and, at the conclusion ofthe second clinic, bid the cohort farewell as members are now ready fortheir internship experiences. This course is open to OCEC students only.This course fills the following Organizational Dynamics requirements:Categories: A Concentrations: OCECTaught by: Russo/Napier/OrensteinOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: For additional information, please see our website at: <ahref='http://www.organizationaldynamics.upenn.edu'>http://www.organizationaldynamics.upenn.edu</a>

DYNM 729 Executive Coaching InternshipIn this course, each participant is exposed to a variety of executivecoaching opportunities designed to enable them to utilize their skills inmultiple situations and contexts. Access to an advisor/coach during thisperiod ensures that each participant's advanced learning will be providedin a timely and individualized manner.Taught by: Bergey/Pennington/RussoOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentration: OCEC

DYNM 758 Sweden: Strategies for Thriving in the 21st CenturyNeutral during WWII, and claiming a "Middle Way" between east andwest in the post-war twentieth century, Sweden - its people, institutions,and culture - has left its mark on our global society. In today's world, theinfluence of Swedish ideas and innovations can be seen in governmentstructures, health and social policies, business organizations, workinglife, education, science, art, literature, and, of course, the design andstyle of many products and services which enjoy high demand. Theseare impressive impacts from a nation-state of only eight million people.What lessons are there for Americans and our institutions as weenter the twenty-first century where our leadership position, ability todetermine the rules and control the agenda of world economic andpolitical affairs are diminished? In this course, we focus on "the peoplephilosophy" of Sweden, its government, businesses and organizations.We cover healthcare issues and policy, sustainable development, theEuropean Community and the human relations issues in organizations.This course will include meetings with academics and leaders fromindustry, government, health care, science, media, arts and culture.Students will meet with and learn from these representatives in order toexplore Swedish organizational dynamics, both in terms of its economicprosperity and the problems Swedish society faces today.Taught by: BarstowCourse usually offered summer term onlyActivity: Seminar1.0 Course Unit

DYNM 770 Process Excellence in South America: Chile on Its Journey toProductivity and PerformanceThis course will travel to Chile July 21st through 29th. The class willmeet on campus before and after departure on dates to be determined.This course will have an additional course fee to cover lodging and otherprogram logistics. Registration permits will be issued upon a signedTravel Agreement being returned to the Organizational Dynamics programoffice. Chile is a long and narrow strip of land along the pacific coastof South America. It is the longest country in the world, 2,700 miles inlength, which is about the distance from San Francisco to New York. In1973 the military imposed a dictatorship, led by Augusto Pinochet, whoruled the country until 1990. The Chilean strategy to be part of the worldeconomy has been based on open markets and the development of FreeTrade Agreements. A report by The Economist Intelligence Unit showsChile has the best environment in the region for business and is amongthe top 20 countries worldwide. Chile stands out for the effectivenessof its policies, labor, and infrastructure. The strength and stability of itsbanking and financial systems have generated high credibility indexesinforeign markets, which has meant that big companies want to invest inthe country, improving access to goods and services. Chilean companieshave started improving the way they organize themselves. BusinessProcess Management and Digitalization have become important topics inmany organizations. The Universidad de Chile offers numerous coursesand certificates in that field. Chile is making good progress on it journeyto productivity and performance. Students will meet with academics andbusiness leaders and observe the organizational dynamics of Studentswill also learn Chile's journey to high performance and what it measn todo business with organizations in this emerging market.Taught by: Kirchmer and OlivosOne-term course offered either termActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, GL, SD. TravelDates: 7/21-29. Pre-departure class is 7/5 from 1-4 pm.



DYNM 781 Dynamic Hub of the Americas: Entrepreneurship &Sustainable Development on theWhat a difference a century makes! This Penn Organizational Dynamicscourse offered in Panama will provide the opportunity to examine andassess the Panama Canala huge project with global impact undertakenin the early 1900s, completed in 1914, and recently expandedalongsideinnovative, entrepreneurial, and paradigm-shifting sustainabledevelopment projects underway in early 21st Century Panama. CentralAmericas largest and fastest growing economy, Panama is developingrapidly. This course will explore avenues by which the nation is tacklingsustainability challenges while balancing economic growth, culturalvalues, conservation of biodiversity, and exploitation of natural resources.The early 1900s were about Imperialism and political and financialdominance invoked to make something happen that was colossal inscale and macro in scope. Todays Panama is about bright spots, positivedeviance, and emergence of new economic initiatives and developmentbased on a different world view, but these micro scale projects also havethe potential to change world order. We will spend the first half of thetrip in Panama City, during which we will visit the Canal and take a daytrip to Colon and the Free Trade Zone. We will travel to the islands ofBocas del Toro for the second half of the week to broaden our perspectiveon Panama's historical and contemporary approaches to sustainabledevelopment. The learning objective of this course is to examine aparadigm shift in economic development over the past 100 years usingPanama as a critical case study. This course will have an additional feeto cover logistical costs. This course requires interested students tosubmit a course application. The application can be found here: https://sasupenn.qualtrics.com/jfe/form/SV bIOn90FjVxUDZQN. Registrationpermits will be issued upon receipt of a signed travel agreement.Taught by: Barstow and CroninCourse not offered every yearActivity: Seminar1.0 Course UnitNotes: DYNM Course Category: A; DYNM Course Concentrations: LMC,GL, SD. Travel Dates: 3/1-11.

DYNM 786 European Approaches to Multi-Stakeholder ProjectManagementIn the interconnected world of global corporations, studying ProjectManagement from the standpoint of U.S. firms is not enough. Broadeningperspectives is the goal of the seminar in Paris, France. Dr. Jean-MarcChoukroun will lead Organizational Dynamics students in a study ofEuropean approaches to the challenges of large project management,particularly those involved in public-private and other multi-groupprojects. Dr. Choukroun notes that "In today's global economy, managingmulti-national, multi-cultural teams, devising innovative financingarrangements and securing public-private cooperation are increasinglybecoming standard requirements for complex projects. Europeanintegration has made dealing with these issues a priority with manyEuropean organizations. Students will be exposed to new ideas, and newways of applying time-tested methods and techniques that Europeanorganizations in general, and more specifically French organizations,have developed to address these issues. Properly adapted, some of theseideas should prove to be readily applicable in the US context. In addition,students will discover how French managers in the public and privatesectors frame issues, approach problems and implement solutions."Taught by: ChoukrounCourse not offered every yearActivity: Seminar1.0 Course UnitNotes: DYNM Category: A; DYNM Concentrations: LMC, GL. Travel CourseDates: 5/25 to 6/2.

DYNM 899 MPhil Capstone RegistrationActivity: Masters Thesis1.0 Course UnitNotes: DYNM 899 is a required registration for MPhil candidates.


organizational dynamics (dynm)

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