Community Transformation Project (LE8003Z)

Content

This unit is a practical one in which the student(s) co-design(s) the learning activity and assessments. The student works with an academic supervisor to analyse, collaborate and be part of a transformative project (or part of) within a community or organisational setting. This gives the student opportunities to apply their learning in practical manner.

This unit will cover the theoretical and practical tools for analysing and implementing change in organisations and communities. The teaching will be delivered in a blended approach to encourage the creation of a community of learning and practice. The following six Modules: Module A – Community Transformational Theories and Frameworks Module B – Stakeholder Engagement and Communication Module C – Tools, Methods and Plans Module D – Assessing Needs and Delivering a Case for Change Module E – Getting Plans to Work Module F – Piloting and Implementing Change Plans

Learning outcomes

Unit sequence

This is a core unit in the Graduate Certificate in (Transformational) Leadership, Graduate Diploma in Leadership and Master of Leadership.

Pedagogy

All learning material including video lectures and practitioner interviews are accessible on the Learning Management System asynchronously. The learning material are divided up in six modules with specific topics in each module. Students will need to attend a weekly meetings with their supervisors on a weeknight to discuss the stages of preparation and progress in their projects. The students will also need to attend two intensive days on the first and sixth Saturdays of the Teaching Period. The first to introduce the project process and set up the project teams, and the last intensive is when the students present their findings, learning and get assessed on their presentations.

Indicative Bibliography

• Wilkinson, David J. The Ambiguity Advantage: What great Leaders Are Great At, London, New York: Palgrave Macmillan, 2006.
• Schwarz, Roger. The Skilled Facilitator, New Jersey: John Wiley and Sons, Inc,.2017.
• Long, Susan (ed). Transforming Experience In Organisations: A Framework for Organisational Research and Consultancy, London: Karnac, 2016.
• Whyte, David. Crossing the Unknown Sea: Work as a Pilgrimage of Identity, New York: Penguin, 2001
• Schein, E.H. (2016). Organisational Culture and Leadership (5th Ed.) Wiley.
• Cameron, K.S. and Quinn, R.E. (2011). Diagnosing and Changing Organisational Culture (3rd Ed.) Wiley.

Assessment