Course: Changing in the innovation ecosystem credits: 15
- Course code
- MIVB22MOD23
- Name
- Changing in the innovation ecosystem
- Study year
- 2023-2024
- ECTS credits
- 15
- Language
- Dutch, with parts in English
- Coordinator
- S. Gubler
- Modes of delivery
-
- Assignment
- Assessments
-
- Portfolio assessment - Assessment
Learning outcomes
1. The student conducts a dialogue with others on the basis of different sources and rich practices and thereby enriches and deepens his vision on current issues in care and welfare.
2. The student uses relevant theories about change management in the description and analysis of a change process within or between organizations in care and welfare and carries out change interventions.
3. The student uses appropriate conversation techniques for different conversation types, whereby the student switches between a leading role and a coaching role within care and welfare.
4. The student influences the behavior of himself and others on the basis of theories about influencing behaviour.
5.The student orients himself on the (study) career by weighing the feedback obtained, personal development and own vision of care and welfare.
2. The student uses relevant theories about change management in the description and analysis of a change process within or between organizations in care and welfare and carries out change interventions.
3. The student uses appropriate conversation techniques for different conversation types, whereby the student switches between a leading role and a coaching role within care and welfare.
4. The student influences the behavior of himself and others on the basis of theories about influencing behaviour.
5.The student orients himself on the (study) career by weighing the feedback obtained, personal development and own vision of care and welfare.
Content
In the third block of the second year of the Management in Care program, the focus is on changing the ecosystem. Organizations in care and welfare are faced with the challenge of responding to uncertainty and unpredictable developments. They are confronted with complex issues in which interests are weighed up and choices are made to adapt to a changing environment. Internal developments also give rise to change, for example because certain matters in the organization no longer run as desired and improvement is desired. On the basis of which considerations are choices made for interventions? Are they appropriate and do they meet stated goals? In this block we pay attention to change, interventions within the context of care and welfare organizations and to their implementation and implementation. In addition to the classic theory of change with planned change (focus of influencing the upper flow of the organisation), we are seeing more and more attention in practice for development-oriented change. Attention is paid to the undercurrent of the organization in order to initiate changes. Change approaches are often based on the triangle: diagnosis, approach and implementation. In order to determine which change approach is required, you, together with other stakeholders, investigate and analyze the situation. On the basis of this analysis, you choose the most suitable approach, which is then translated into a workshop: a learning workshop at the client's location. The change intervention, including the underpinning/strategy, is central to this.
Included in programme(s)
School(s)
- School of Health Care Studies