Core Course 5A: Strategies for Systemic Change
University of Massachusetts Boston
School for Global Inclusion and Social Development
(Class Meeting Time and Location)
Fall 2013
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COURSE DESCRIPTION
Systems change is an important undertaking in organizational development, and represents a mechanism
by which organizations respond to shifting dynamics in government, business, community and
interpersonal environments. This course introduces students to the concept of organizations as systems
and to major theories on systems and systemic change, including assumptions of the nature of change and
the change process. Students will learn approaches, strategies and methods to planning, implementing and
evaluating systemic change and to engage stakeholders in the change process. Systemic change will be
explored through case studies of organization addressing issues in health, disability, and community
development. The role of culture on systemic change efforts and implications for change agents and
practitioners will be considered as well. Real-world examples, provided by leaders who are experienced
change agents, will demonstrate how organizations and systems grow and change in dynamic ways.
Students in the master’s and doctoral programs in global inclusion and social development can choose to
take this course or the Managing Change: Supporting Communities and Embracing Cultures course.
COURSE OBJECTIVES
Upon completion of this course students will be able to:
 Understand major system and (system) change theories, assumptions of the nature of change, the
change process, barriers to and facilitators of change;
 Describe approaches and strategies to systemic change used in a variety of areas (including health,
disability, and community development) and sectors (including business, public administration,
community organization, model demonstration, and program evaluation);
 Evaluate approaches and strategies to systemic change using organizational case-study methods;
 Understand the role of culture in planning, implementing, managing and sustaining systemic change
and the importance of cultural competence for change agents and practitioners;
 Identify stakeholders in the change process and know ways to engage them in this process; and
 Demonstrate competence in applying knowledge and skills gained through this course in a group case
study project.
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STUDENT PERFORMANCE EVALUATION
Activity / Assignment
Deadline
Active and prepared participation
Each class
20%
Reflection paper on course readings
Due in class during scheduled
sessions
Due in class during scheduled
sessions
Due in class during Session 14
30%
Group case study and presentation
Group case study write up
Percent of Final Grade
20%
30%
DIRECTIONS FOR ASSIGNMENTS
Reflection Paper on Course Readings
Each student will develop a short paper in which they summarize and critique all course readings for a
particular session of their choice in an integrated manner. Students are expected to briefly describe the
session topic and how the readings relate to that topic; summarize what each author (or authors) is (are)
trying to say; address what the readings add to the session topic; and state whether or to what extent they
agree with the conclusions reached by the author (or authors) and why. Students will develop three of
these papers, each 3 – 5 pages long and worth 10% of the final grade.
Group Case Study and Presentation
Throughout the semester, students will work together in small groups (3–4 people) to develop a case
study on an organization that has undergone systemic change with input and approval by the instructor.
Students will choose their own groups. Groups will be asked to collect background information about the
organization and conduct 3 – 5 key informant interviews with staff / stakeholders of their chosen
organization. Beginning in Session 5, groups will provide a brief update (5 minutes per group) on their
progress with developing the case study and applying key concepts learned in this course. Groups will
give a final presentation on their organizational case study (20 minutes per group) during Session 14.
Group Case Study Write Up
Each group will provide a written case study to accompany their case study presentation. The case study
write up will include three major sections:
1. Information about the organization
2. Background of the issue (or issues) that warranted systemic change
3. Organizational response and impact
Section one might include information about the mission, goals, history and culture of the organization;
its leadership, staff and stakeholders; its capacity to respond to change / resources and other pertinent
information. Section two might include a description of the issue (or issues) that warranted systemic
change, how the issue (or issues) came about as well as contributing factors or complications of the
situation. Section three might include a description of the actions taken, details of the response strategy
(or strategies), how the organization worked with others (or dealt with any opposition internally or
externally). A very important aspect of section three is a critical analysis of the change effort, including
observations about what was effective or not, and alternate solutions that may have been implemented.
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COURSE OUTLINE
Session / Date
Session 1: Course
introduction and
overview
Topic / Activity
Session Goals: Introduce students to
the course objectives, review
syllabus and course assignments
including group case study project,
and discuss overall concepts central
to the course.
Session 2: Introduction
to organizations,
organizational theory
and development
Session Goals: Introduce students to
the concepts of organization and
organizational development; review
major organizational theories and
perspectives and discuss their
application to different settings.

Activity: In small groups, students
discuss examples of organizational
development that they have observed
in their respective workplaces.

Session Goals: Introduce students to
the concept of systems and different
types of systems; review major
systems theories and approaches to
systems thinking and discuss their
application to different settings.

Session 3: Introduction
to organizations as
systems, systems theory
and thinking




Activity: In small groups, students
discuss different types of
organizational systems and examples
of application of system thinking in
everyday life and work.
Session 4: Systemic
change: context, factors
and scope
Session Goals: Introduction to
systemic change including the nature
of change and the change process;
discussion of various factors that
may facilitate or inhibit change and
implications for implementation and
sustainability.

Activity: Class discussion of
instructor-provided case studies of
systemic change in different
organizations, facilitators of and
barriers to change and lessons



Readings
Yin (1994). Case study research:
Design and methodology.
Hatch (2011). Organizations: A
very short introduction. (Read all
chapters)
Hatch & Cunliffe (2006). Part 1:
What is organizational theory?,
Part 2: Core concepts and
theories.
Anderson (2012). Ch. 1: What is
organization development?, Ch.
2: History of organization
development, Ch. 4: Foundations
of organizational change.
Meadows (2008). Part 1: System
structure and behavior, Part 2:
Systems and us.
Luhman (2012). Part 1:
Sociology and systems theory,
Part 2: General system theory.
Senge et al. (1994). Part 2:
System thinking.
Meadows (2008). Part 3:
Creating change - in systems and
in our philosophy.
Kendrick et al. (2006). Part 1:
Introduction, Part 2: Challenges
in describing and creating
systemic change, Part 3: Key
ingredients of systemic change.
Senge et al. (1999). Part 1:
Orientation, Part 2: Generating
profound change.
Instructor-provided case studies.
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learned.
Session 5: Approaches,
strategies and methods
for implementing and
sustaining change
Session Goals: Review major
approaches, strategies and methods
for implementing and sustaining
systemic change; discuss advantages
and limitations of those and
implications for change leaders and
practitioners.


Activity: Class discussion of
systemic change approaches,
strategies and methods, similarities
and differences across those, and
application to diverse settings.

Group case study update
Session 6: Learning
organizations and
communities of
practice in the context
of systemic change
Session Goals: Introduction to
learning organizations and
communities of practice and
discussion of these strategies for
building organizational capacity to
deal with systemic change.



Activity: Class discussion of issues
and challenges of using these
strategies to prepare for systemic
change in different organizational
settings (instructor-provided case
studies).

Anderson (2012). Ch.9: An
introduction to interventions.
Ch. 10: Individual interventions,
Ch. 11: Team intervention. Ch.
12: Whole organization and
multiple organization
interventions.
Holman, Devane, Cady, &
Associates (2007). Part 2: the
methods (adaptable, planning
and supportive methods)
Foster-Fishman & Behrens
(2007). Systems change reborn:
rethinking our theories, methods,
and efforts in human services
reform and community-based
change.
Senge (2006). Part 2: The fifth
discipline: The cornerstone of
the learning organization.
Wenge (1998). Communities of
practice: Learning as a social
system.
Kirkman et al. (2011). Managing
a new collaborative entity in
business organizations:
Understanding organizational
communities of practice.
Instructor-provided case studies.
Group case study update
Session 7: Systemic
change across
organizations and in
cross-cultural
environments
Session Goals: Discuss issues and
challenges to implementing change
across multiple organizations; focus
on the role of culture (both within
and beyond organizations) in
systemic change efforts and
implications for change leaders,
practitioners and other stakeholders.
Activity: Class discussion about
how culture and diversity in
organizations can be both a
challenge and an asset to
organizational development and




Anderson (2012). Ch. 12: Whole
organization and multiple
organization interventions.
Jones, Jimmieson, & Griffiths
(2005). The impact of
organizational culture and
reshaping capabilities on change
implementation success: The
mediating role of readiness for
change.
Bunker & Alban (2006). Ch. 6:
Working cross-culturally.
Montalto & Hasnain (2011).
Systems change for greater
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change.
cultural competency in the
Pennsylvania disability service
and support sector.
Group case study update
Session 8: Systemic
change in organizations
focused on health /
mental health
Session Goals: Discuss
implementation of systemic change
in organizations that focus on health
and wellness including issues and
challenges and implications for
change leaders, practitioners and
stakeholders.
Activity: Guest speaker – Mr.
Steven Reeder, Director of
Supported Employment Services,
Maryland Mental Hygiene
Administration (MHA;
http://dhmh.maryland.gov/mha)


Corrigan & Boyle (2003). What
works for mental health system
change: evolution or revolution?
Allen, Friesen, Koontz, &
Koroloff (2006). Oregon
children’s mental health system
change initiative implementation
evaluation.

Learn about MHA; prepare
questions for the guest speaker.

Dalmasse et al. (2005). Leading
and managing change in public
vocational rehabilitation.
Montalto & Hasnain (2011).
Systems change for greater
cultural competency in the
Pennsylvania disability service
and support sector.
Learn about the BRS; prepare
questions for the guest speaker.
Group case study update
Session 9: Systemic
change in organizations
focused on disability
and rehabilitation
Session Goals: Discuss
implementation of systemic change
in organizations that focus on
disability and vocational
rehabilitation including issues and
challenges and implications for
change leaders, practitioners and
stakeholders.
Activity: Guest speaker – Mr. John
Halliday, Senior Policy Analyst at
the Institute for Community
Inclusion (ICI) / UMass Boston and
former director of the Connecticut
Bureau of Rehabilitation Services
(BRS;
http://www.ct.gov/brs/site/default.as
p).


Group case study update
Session 10: Systemic
change in organizations
focused on community
development
Session Goals: Discuss
implementation of systemic change
in organizations that focus on
community development including
issues and challenges and
implications for change leaders,
practitioners and stakeholders.
Activity: Guest speaker – Mr. John


Foster-Fishman, Nowell, &
Yang (2007). Putting the system
back into systems change: A
framework for understanding
and changing organizational and
community systems.
Bunker & Alban (2006). Ch. 5:
Working in communities with
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J. Drew, President / CEO of Action
for Boston Community Development
(http://www.bostonabcd.org/location
s.aspx).

Group case study update
Session 11: Involving
stakeholders in
systemic change efforts
Session Goals: Review strategies for
involving stakeholders, particularly
those from vulnerable groups, in the
systemic change process; discuss
related issues and challenges and
implications for change leaders and
practitioners.


Activity: Guest speaker – Dr. Susan
Foley, Research Director at the ICI /
UMass Boston and Principal
Investigator of the Disability and

Rehabilitation Research Project on
Emerging Disability and Systems
Change
(http://www.communityinclusion.org
/project.php?project_id=5)
Session 12: Evaluating
systemic change efforts
in organizations
Sessions 13 and 14:
Final presentations
Session Goals: Review methods and
techniques for evaluating systemic
change efforts (both process and
outcomes); discuss challenges
inherent in the change process and
implications for measuring
outcomes.

Activity: Guest speaker – Dr. Donna
Haig Friedman, Directors of the
Center for Social Policy at UMass
Boston (http://www.umb.edu/csp/).



diverse interest groups.
Learn about the Action for
Boston Community
Development organization;
prepare questions for the guest
speaker.
Kendrick et al. (2006). Part 3:
Key ingredients of systemic
change. (Focus on B:
Stakeholder involvement).
Nowell (2009). Profiling
capacity for coordination and
systems change: The relative
contribution of stakeholder
relationships in
interorganizational
collaboratives.
Learn about the ICI’s Disability
and Rehabilitation Research
Project on Emerging Disability
and Systems Change (final
report will be distributed to
students by the instructor);
prepare questions for the guest
speaker.
Hargreaves (2010). Evaluating
systems change: A planning
guide.
Coffman (2007). A framework
for evaluating systems
initiatives.
Patton (2006). Evaluation for the
way we work.
Learn about CSP – particularly
system initiative evaluations
conducted by center staff;
prepare questions for the guest
speaker.
Activity: Groups present their
organizational case studies.
Case study write up due in Session
14
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ACCOMODATIONS
UMass Boston is committed to providing reasonable academic accommodations for all students with
disabilities. This syllabus is available in alternate format upon request. If you have a disability and feel
you will need accommodations in this course, please contact the Ross Center for Disability Services,
Campus Center, Upper Level, Room 211 at 617-287-7430. After registration with the Ross Center, you
should present and discuss the accommodations with the instructor. Although a student can request
accommodations at any time, it is recommended that students inform the instructor of their need for
accommodations by the end of the Drop / Add period to ensure that accommodations are available for the
entirety of the course.
CODE OF CONDUCT AND ACADEMIC INTEGRITY
It is the expressed policy of UMass Boston that every aspect of academic life − not only formal
coursework situations, but all relationships and interactions connected to the educational process − shall
be conducted in an absolutely and uncompromisingly honest manner. UMass Boston presupposes that any
submission of work for academic credit is the student’s own and is in compliance with University policies,
including its policies on appropriate citation and plagiarism. These policies are spelled out in the Code of
Student Conduct. Students are required to adhere to the Code of Student Conduct, including requirements
for academic honesty, as delineated in the UMass Boston Graduate Catalogue and relevant program
student handbook(s).
REQUIRED COURSE READINGS AND REFERENCES
Action for Boston Community Development website: http://www.bostonabcd.org/locations.aspx
Allen, M.D., Friesen, B., Koontz, K., & Koroloff, N. (2006). Oregon children’s mental health system
change initiative implementation evaluation. A report to the Oregon Office of Mental Health &
Addiction Services Department of Human Services by the Regional Research Institute for Human
Services, Graduate School of Social Work, Portland State University. Retrieved from
http://www.localcommunities.org/lc/154/FSLO-1232522290-319154.pdf
Anderson, D. L. (2012). Organizational development: The process of leading organizational change.
(2nd ed.) London, UK: Sage Publications.
Bunker, B.B. & Alban, B.T. (2006). The handbook of large group methods: Creating systemic change in
organizations and communities. San Francisco, CA: John Wiley & Sons.
Center for Social Policy (CSP) website: http://www.umb.edu/csp/
Coffman, J. (2007). A framework for evaluating systems initiatives. A report by the BUILD Initiative.
Retrieved from: http://www.buildinitiative.org/files/BuildInitiativefullreport.pdf
Connecticut Bureau of Rehabilitation Services (BRS) website: http://www.ct.gov/brs/site/default.asp
Corrigan, P. W. & Boyle, M.G. (2003). What works for mental health system change: evolution or
revolution? Administration and Policy in Mental Health and Mental Health Services Research,
30(5), 379 – 395.
7
Dalmasse, D. et al. (2005). Leading and managing change in public vocational rehabilitation. 31st
Institute on Rehabilitation Issues (IRI). Washington, DC: George Washington University’s IRI.
Retrieved from http://www.iriforum.org/download/31st%20IRI.pdf
Foster-Fishman, P.G. & Behrens, T.R. (2007). Systems change reborn: rethinking our theories, methods,
and efforts in human services reform and community-based change. American Journal of
Community Psychology, 39(3 – 4), 191 – 196.
Foster-Fishman, P.G., Nowell, B, & Yang, H. (2007). Putting the system back into systems change: A
framework for understanding and changing organizational and community systems. American
Journal of Community Psychology, 39(3 – 4), 197 - 215.
Hargreaves, M. B. (2010). Evaluating systems change: A planning guide. Princeton, NJ: Mathematica
Policy Research, Inc. Retrieved from: http://www.mathematicampr.com/publications/PDFs/health/eval_system_change_methodbr.pdf
Hatch. M. J. (2011). Organizations: A very short introduction. Oxford, UK: Oxford University Press.
Hatch, M. J. & Cunliffe, A.L. (2006). Organization theory: Modern, symbolic and postmodern
perspectives. Oxford, UK: Oxford University Press.
Holman, P., Devane, T., Cady, S., & Associates (2007). The change handbook: The definitive resource on
today’s best methods for engaging whole systems. San Francisco, CA: Berret-Koehler Publishers.
Institute for Community Inclusion (ICI) Disability and Rehabilitation Research Project on Emerging
Disability and Systems Change website:
http://www.communityinclusion.org/project.php?project_id=5
Jones, R.A., Jimmieson, N. L., & Griffiths, A. (2005). The impact of organizational culture and reshaping
capabilities on change implementation success: The mediating role of readiness for change.
Journal of Management Studies, 42(2), 361 – 386.
Kendrick, M.J., Jones, D.L., Bezanson, L., & Petty, R.E. (2006). Key components of systems change.
Houston, TX: ILRU Community Living Partnership. Retrieved from
http://www.socialrolevalorization.com/articles/kendrick/key-components-of-systems-change.pdf
Kirkman, B.L. et al (2011). Managing a new collaborative entity in business organizations:
Understanding organizational communities of practice effectiveness. Journal of Applied
Psychology, 96(6), 1234 – 1245.
Luhman, N. (2012). Introduction to systems theory. Cambridge, UK: Polity
Maryland Mental Hygiene Administration (MHA) website: http://dhmh.maryland.gov/mha
Meadows, D.H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green
Publishing Company.
Montalto, N.V. & Hasnain, R. (2011). Systems change for greater cultural competency in the
Pennsylvania disability service and support sector. A report to the Pennsylvania Developmental
Disabilities Council by Diversity Dynamics, LLC. Retrieved from
8
http://www.paddc.org/images/stories/pdfs/systems_change_for_greater_cultural_competence_in_
pa_disability_service_sector.pdf
Nowell, B. (2009). Profiling capacity for coordination and systems change: The relative contribution of
stakeholder relationships in interorganizational collaboratives American Journal of Community
Psychology, 44(3 – 4), 196 – 212.
Patton, M.Q. (2006). Evaluation for the way we work. The Nonprofit Quarterly, 13(1), 28 – 33.
Preskill, H. & Catsambas, T.T. (2006). Reframing evaluation through appreciative inquiry. Newbury,
CA: Sage Publications.
Senge, P.M. et al. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning
organization. Broadway, NY: Doubleday.
Senge, P.M. et al. (1999). The dance of change: The challenges of sustaining momentum in learning
organizations. Broadway, NY: Doubleday.
Senge, P.M. (2006). The fifth discipline: The art & practice of the learning organization. Broadway, NY:
Doubleday.
Wenge, E.C. (1998). Communities of practice: Learning as a social system. Systems Thinker, 9(5), June –
July 1998. Retrieved from
http://www.wetlands.za.net/documents/communities%20of%20practice/Communities%20of%20
Practice%20Learning%20as%20a%20Social%20System,%20Wenger%2098.pdf
Yin, R. (1994) Case study research: Design and methodology. Beverly Hills, CA: Sage.
ADDITIONAL READING
Bertalanffy, L. von (1968). General systems theory. New York, NY: Braziller.
Center for Civic Partnership (2001). Community-based systems change: Getting started. Sacramento, CA:
Author. Retrieved from
http://www.civicpartnerships.org/docs/publications/commun_based_sys.htm
Conner, D. (1998). Leading at the edge of chaos: How to create the nimble organization. New York,
NY: John Wiley & Sons.
Daft, R.L. (2009). Organization theory and design. Mason, OH: South-Western College.
Dear, P. & Ripley, D. (1997). Performance improvement interventions: Culture and systems change.
Silver Spring, MD: International Society for Performance Improvement (ISPI).
Elias, A.A., Cavana, R.Y., & Jackson, L.S. (2000). Linking stakeholder literature and system dynamics:
Opportunities for research, Proceedings of the international conference on systems thinking in
management, Geelong, Australia (2000), pp. 174-179.
Hickman, G. R. (1997). Transforming organizations to transform society. In Kellogg Leadership Studies
Project, Transformational Working Papers, College Park, MD: James MacGregor Burns
Academy of Leadership.
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Kilgore, S.B. & Reynolds, K.J. (2011). From silos to systems: Reframing schools for success. Thousand
Oaks, CA: Corwin.
Kotter, J.P, & Rathgeber, H. (2005). Our iceberg is melting: Changing and succeeding under any
conditions. New York, NY: St. Martin’s Press.
Leana, C.R., & B. Barry. (2000). Stability and change as simultaneous experiences in organizational life.
Academy of Management Executive, 25(4), 753 – 759.
Marshak, R.J. (2002). Changing the language of change: How new contexts and concepts are challenging
the ways we think and talk about organizational change. Strategic Change, 11(5), 279 – 286.
Meyerson, D.E. (October 2001). Radical change the quiet way. Harvard Business Review.
Nadler, D.A. & Tushman, M.L. (1989). Organizational frame bending: Principles for managing
reorientation. Academy of Management Executive, 3, 194 – 204.
Ospina, S., & Su, C. (2009). Weaving color lines: Race, ethnicity, and the work of leadership in social
change organizations. Leadership, 5, 131 – 171.
Pugh, D.S. (ed.) (2007). Organization theory: Selected classic readings. (5th Eds.) London, UK: Penguin.
Quinn, R.E., Spreitzer, G.M., & Brown, M.V. (2000). Changing others through changing ourselves: The
transformation of human systems. Journal of Management Inquiry, 9(2), 147 – 164.
Randall, J. (2004). Managing change / Changing Managers. New York, NY: Routledge.
Ristino, R.J. (2007). Communicating with external publics: Managing public opinion and behavior.
Health Marketing Quarterly, 24(3/4), 55 – 80.
Schein, E.H. (1996). Kurt Lewin’s change theory in the field and in the classroom: Notes toward a model
of managed learning. Systems Practice, 9, 27 – 47.
Svedin, L.M. (2005). Public and private sector cooperation in crises: Managing organizational
relationships under adverse circumstances. Conference Paper, American Political Science
Association 2005 Annual Meeting, Washington DC, 1 – 27.
Van Wyk, G. (2003). A systems approach to social and organizational planning: Cure for the mess in
health care? Victoria, BC, Canada: Trafford Publishing.
Wenge, E.C. & Snyder, W.M. (2006). Communities of practice: The organizational frontier. Harvard
Business Review, January – February 2000. Retrieved from
http://itu.dk/people/petermeldgaard/B12/lektion%207/Communities%20of%20Practice_The%20
Organizational%20Frontier.pdf
Tucker, A.L., & Edmonson, A.C. (Winter 2003). Learn from failures. Organizational and psychological
dynamics that inhibit system change. California Management Review, 55 – 72.
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