An international HEC Executive Master of Science degree in Consulting and Coaching delivered in partnership with the Saïd Business School, University of Oxford.
Are you prepared to commit yourself to real study, reflection and analysis of human behaviour in organisations?
Can you undertake the courageous conversations which build real understanding between people?
The programme provided a uniquely integrated experience...
The programme provided a uniquely integrated experience, approaching change from a variety of complementary paradigms that included strategy, psycho-dynamics, cognitive and programmatic approaches. Many of the faculty were world class thought leaders. ...
The programme fee covers instruction, teaching materials, all accommodation and meals at both learning locations. Fees are billed upon acceptance and must be settled before the beginning of the programme. The programme will be charged by HEC, which is not subject to VAT.
Location: Oxford and Paris The Oxford modules are held at Egrove Park, a purpose-built modern executive education centre, two miles south of Oxford city centre and easily accessible by road or rail from all major centres. Accommodation is in specially designed split-level study bedrooms, with ensuite facilities. Egrove Park is renowned for its excellent food. Leisure facilities include squash courts, sauna, gym, snooker room, all-weather tennis court, putting green and croquet lawn. The Paris modules are held at the HEC School of Management. The campus is located in Jouy-en-Josas, just outside Paris, in 250 acres of wooded countryside. It is easily reached by taxi from Paris' two airports and from the Gare du Nord Eurostar terminal. Among its excellent facilities, the campus offers a 50,000 volume library, internet access, film theatre, large gymnasium and extensive sporting activities. Participants enjoy quality accommodation in a 3-star executive hotel which communicates directly with the Executive Development Centre's teaching facilities, or in the 19th century château situated beside an attractive lake on campus.
Average age: 43 Average years of professional experience: 20 Average years management experience: 14
Professional experience
This programme attracts a particularly diverse group of professionals and the variety of participants' cultures and backgrounds provides a learning opportunity that is stimulated by group work and open debate. Experienced faculty from HEC and Oxford guide participants through the programme. The programme is designed for executives, human resources directors, consultants working in change management - those who appreciate that change can only be achieved through people.
Participants on the programme are internationally-minded and come from all around the world There are 18 nationalities represented in the current class including Ireland, Hungary, Brazil, South Africa, Eygpt and Canada. Click here to see the graphical representation
It is for you if you want to spend time on serious reflection, analysis and study, developing your vision of organisational behaviour and change management through an improved understanding of the human factor. Your level of commitment must be high: you will undertake work between modules, as well as working on an individual project throughout the programme. You must be prepared to be fully involved in the programme: your engagement with the programme and the group as a whole is of fundamental importance.
Testimonials
The programme provided a uniquely integrated experience...
The programme provided a uniquely integrated experience, approaching change from a variety of complementary paradigms that included strategy, psycho-dynamics, cognitive and programmatic approaches. Many of the faculty were world class thought leaders. The participants formed a very strong network because of the modular nature of the programme, and this hugely enriched the learning that was shar...
Mark J. DAWSON
Partner
PRICEWATERHOUSECOOPERS LLP
The CCC programme is an intense, challenging professional and personal learning experience
The CCC programme is an intense, challenging professional and personal
learning experience.Participating in the programme has fundamentally
changed my thinking on change to a more process orientented approach,
still keeping purpose and overall goals in focus. This has proven very
useful in the rather complicated cultural change processes we are
dealing with in the prison service. A part fr...
Lars Thuesen
Head of division
MINISTRY OF JUSTICE, DEPARTMENT OF PRISON AND PROBATION (DENMARK)
CCC is an exciting journey that stretches both the intellect and the spirit
CCC is an exciting journey that stretches both the intellect and the
spirit. The approach taken by the tutors builds a sense of personal
responsibility that takes the participant to higher levels of maturity
and confidence. The diverse mix of participants also ensures healthy
dialogues and provides a valuable support network around the world. CCC
encourages a non-judgmental approach to lif...
Susan Goldsworthy
Founder & CEO
GOLDSWOLF
Consulting and Coaching for Change is run jointly by HEC Executive Education at the HEC School of Management, Paris and Saïd Business School, Univesity of Oxford. This partnership brings together the extensive experience of the human dimension of organisations which exists in both insitutions and enhances the programme's multicultural and multidisciplinary approach. Action learning, intensive tutored study and the depth and breadth of outlook of a top international faculty combine to provide an experience unlike any other.
Individuals who enable or implement change must be coaches, consultants, leaders, managers, navigators and facilitators. Theoretically informed and practically grounded, this programme equips senior executives to deal with change in organisations and the challenges this poses for individuals. The approach is multidisciplinary and multifunctional, linking the social sciences and management theory to practical situations and drawing upon relevant concepts from psychology, psychoanalysis, anthropology, ethnography, sociology and philosophy.
Benefits
This intensive and intellectually rigorous programme equips experienced executives and consultants to:
understand better what constitutes change, and how it manifests itself
understand complexity and the limits to control
understand themselves, the people and organisations with which they work, and the drivers for change in the environment
connect the big picture with the detail and be able to make thoughtful interventions in organisational change.
Participants who successfully complete the study course gain the HEC-Saïd Business School attendance certificate. The programme can also lead to the Specialised Master's Degree in Consulting and Coaching from HEC; participants who wish to qualify for this degree must submit a dissertation.
Programme alumni are entitled to membership of the Oxford Business Alumni (OBA), and become members of the HEC alumni association.
Selection Criteria
Candidates are considered on a rolling admissions basis, it is advised to apply early.
Please send us your CV or fill in our preliminary information file. We will contact you within 2 weeks to confirm your suitability for the programme.
Degree
Participants gain the HEC-Saïd Business School attendance certificate. The programme can lead to the Specialised Master's Degree in Consulting and Coaching from HEC; participants must submit a dissertation to the jury to qualify for this.
Modules
MODULE 1 (Oxford) - THE NATURE OF CHANGE
Can you deal with the multiple facets of change ?
This module covers:
types of change and reasons for change today
new models of organisation
the multiple lenses we can use to improve our understanding.
This module provides an intellectual framework for the programme and asks participants to confront their own experience and prejudices. We will examine some of the different approaches to change and to what is meant by change in organisations. You will be invited to consider your personal future and to begin work on an individual project. The preparation of a dissertation for those participants who wish qualify for the MSc degree from HEC will be covered in this module.
This module focuses on:
change and what it means
the diversity of approaches to change
the promise and limitations of alignment between organisation, business purpose and strategy
seeking new insights into organisation from conceptual advances in science
developing frameworks for guiding change interventions
envisioning the future.
MODULE 2 (Paris) - PSYCHODYNAMICS AND CHANGE
Can you understand better the psychosocial dynamics which shape attitudes towards change ?
This module covers:
understanding the psychodynamics of groups and organisations, using social psychology, psychoanalysis and anthropology
methods of group intervention
designing interventions in organisations, taking into account psychodynamic mechanisms.
Understanding psychodynamics in groups and organisations can be useful for processing change. This means getting to grips with psychosocial and unconscious phenomena stimulated by the working environment. It also means understanding the conditions under which those phenomena can be taken into account to deal effectively with organisational development and change processes.
This module focuses on:
Group decision making and group processes
Defence mechanisms in groups and organisations
The transitional approach to change
Manipulative and non-manipulative interventions to organisations
Cultural dimensions of groups at work
Consulting to (and with) groups.
MODULE 3 (Oxford) - LEADERSHIP OF CHANGE
Do you know yourself well enough to lead or to coach leaders ?
This module covers:
Experiencing and understanding the role of leadership in intervention
How to go beyond the conventional in developing leadership in organisations.
The reflective leader needs autonomy, feedback, interaction, solitude and pressure. A wide-range of material – from cutting edge theory and practice, to most-modern deconstruction of heroic leaders, to leadership issues in the broader contexts of science and history, to the use of drama and poetry to explore personal values and identities – is used to help participants experience these empirically and consider the role of leadership in organisational change. Demanding syndicate work and coaching enable you to develop your own approaches and explore the use of consulting and coaching interventions.
This module focuses on:
The nature of leadership
The problem of the diversity of theory and practice
The scope for leadership development
Classical and contemporary ideas of leadership
Lessons from the personal experience of others
Opening up new perspectives on leadership
Understanding motivation
Coaching leaders.
MODULE 4 (Paris) - LEARNING FOR CHANGE
Are you aware of the individual and collective mental patterns that block learning ?
This module covers:
Raising participants' awareness of their own implicit theories of action
The defensive routines that block learning
Overcoming cognitive barriers to change.
In this module, we will focus on mental patterns, at the individual and collective level, that can help or block change. This will lead us to study learning processes. Change requires the collective capacity to challenge the status quo productively. But relationships between people are often based on such flawed reasoning that communication about ‘difficult’ issues is distorted. Individuals unconsciously create the opposite outcome to the one they wanted.
This module focuses on:
The heritage of the cognitive psychology paradigm in organisational change approaches
Systems thinking, mental models and actions
Built-in impediments to learning at the level of individual reasoning processes
Developing interpersonal skills
Contrasting defensive and productive reasoning
Which learning capabilities are needed to support organisational effectiveness and innovation
How to overcome organisational defensive routines
Moving from knowledge management to the learning organisation.
MODULE 5 (Oxford) - CHANGE AS A SOCIAL CHALLENGE
How do you deal with culture, power and identity in organisational change processes ?
This module covers:
Describing an organisation’s culture
Analysing power issues at play in change processes
Acknowledging identity of groups and individuals as a key element in change.
Changing organisations means changing social groups. Those groups can exist because they rely on more or less implicit sets of common values, norms and representations. They provide individuals with ways of building their own identity. They are often the arena for power games, based on diverging individual and sub-group interests. Bringing change in them means challenging the way they have built themselves so far.
This module focuses on:
Organisational culture. What is it ? How can it be approached and diagnosed ?
Can one change an organisation’s culture ?
Multicultural issues in international change environments
Identity at work
Power and politics in organizations and in change processes and interventions
The potential of positive deviance
Internal cooperation viewed as a social challenge.
MODULE 6 (Paris) - CHANGE AGENTS
What is your thinking and who are you as a change agent ?
This module covers:
How to apply and combine multiple theoretical lenses to change issues
The person of the change agent: skills, values, mindset.
The module will provide an opportunity of wrapping-up the learning of the programme. It will aim at helping participants to be aware of how they think about human dynamics in organisation and change processes. It will also lead participants to question themselves about their skills, values and mindset as change agents, and the future they want to build for themselves.
This module focuses on:
Experience of multiple approaches to human dynamics in organisation and to change processes
Change agents theoretical portfolios
Possible motivations and skills of the change agent
Ethics and values of the change agent
The change agent as a permanent learner and improver of him/herself
How to deal with change consultants.
Learning methods
Participants enrich their theoretical background and develop an understanding of change interventions through analysing real life cases in organisations. Drawing from the social sciences and management, the theoretical background is reinforced by the inclusion and analyses of consultation methods. Real life is evident in the classroom through accounts given by academics, practitioners and participants of their personal experience.
The focus is on the nature of change interventions: participants examine the nature of intervention through cases, conversations and projects. With tutors, they explore their personal experiences of managing change, coaching and consulting.
Between modules, participants use a web-based learning space where they can access recommended reading material, as well as working on individual and team assignments via bulletin boards and other distance learning methods.
Academic Directors
Denis BourgeoisAdjunct Professor, HEC Executive Education. Interests include the impact of the changing role of the client in organisations, conflicts and co-operation, organisation as a projection of its leader, trends in the management of democracy-oriented organisations.
Marc ThompsonFellow in Strategy and Organisation, Saïd Business School, Fellow, Green Templeton College, University of Oxford. Marc has published over 40 books and articles and his current research focuses on innovation and strategic renewal.
Gilles Amado Professor of Organisational Psychosociology, HEC Paris. Expert in the clinical approach to organisations. Author of numerous articles and books, including The Transitional Approach to Change.
Sue Dopson Rhodes Trust Reader in Organisational Behaviour, Saïd Business School, Oxford. Interests include how management is changing, managing innovation and methods for organisational analysis.
Gay HaskinsDean of Executive Education, Saïd Business School, Oxford. Formerly Director of External Relations and Associate Dean of Executive Education at London Business School and Director General of the European Foundation for Management Development.
Elizabeth HowardFellow in Retailing, Saïd Business School, Oxford. Interests include international strategy, retail development and project learning in executive education. Has designed numerous programmes for international organisations. Co-director of CCC for its first four years.
Bertrand Moingeon Professor of Strategic Management and Associate Dean for Executive Education, HEC School of Management. Author of some 50 books, chapters and articles on strategic management and organisational learning.
Rafael Ramirez Professor of Management, HEC and Fellow in Strategic Management , Saïd Business School, Oxford. Visiting Professor of Scenarios and Corporate Strategy with Shell International 2000-2003. Has intervened in organisations for over 20 years, and published articles and books, including Agents of Change.
OTHER FACULTY
Additional faculty will be drawn from both institutions' networks of outstanding individuals in disciplines including Management Studies, Economics, Psychology, Politics and Engineering.
Rachel Amato is a coach and consultant, mainly for large international groups. Her practice is rooted in organisational sociology, psychosociology, group dynamics and organisational development. She is also a member of HEC adjunct faculty and is in charge of several executive education programmes.
Chris Argyris, Professor of Education and Organisational Behaviour, Harvard University. Professor Honoris Causa at HEC, Paris.A pioneer of organisational learning and world renowned scholar. Author of more than 30 books and 300 articles.
Max Boisot is Professor of Strategic Management at the Birmingham Business School, University of Birmingham and visiting scholar at the Snider Center for Entrepreneurial Research, The Wharton School, University of Pennsylvania.
Rodolphe Durand, Associate Professor in strategy and business policy at HEC Paris. His research is strongly rooted in philosophy and sociology. He is author of a number of books and articles published in leading international journals.
Pierre Forthomme, an anthropologist by education, Pierre Forthomme is the founder of Forthomme & Associates, a consulting practice specialised in change management in intercultural contexts. Co-author of the book Quest, he has written articles on multicultural teams, cross-border change management and cultural patterns in organisations.
Tom Gilmore, is Vice President, CFAR (Center for Applied Research), adjunct faculty theWharton School, one of founders of the International Society for the Psychoanalytic Study of Organizations, expert on leadership transitions, both entry and exit.
Keith Grint, Professor of Leadership Studies Cranfield University and Associate Fellow, Saïd Business School Oxford. Researcher on leadership and a key member of the faculty on the Oxford Strategic Leadership Programme Books and articles include The Arts of Leadership.
Larry Hirschorn, Principal, CFAR (Centre for Applied Research) and former President, International Society for Psychoanalytic Study of Organizations. Prolific writer with 4 books and about 200 articles to his name.
Michael Maccoby, Psychoanalyst and anthropologist.Has guided strategic planning processes and efforts at improving relationships for many organisations. Research explores the development of social character and leadership in the new economy.
Richard Pascale, Associate Fellow, Saïd Business School, Oxford. Expert in leadership and change, has researched and consulted on complexity, agility and renewal. Author of Surfing the Edge of Chaos: the Laws of Nature and the New Laws of Business.
Robert W. Putman, a partner and co-founder of Action Design, he undertakes intervention research on professional practice and organisational change. Bob is co-author of the book Action Science with Chris Argyris and Diana McLain Smith. He has written a number of articles on reflective conversation, action science, and organisational learning.
Keith Ruddle, Associate Fellow in Leadership Organisation and Change, Saïd Business School, Oxford. Previously head of strategy and change management at Accenture. Interests include leadership, management and measurement of change and transformation.
Catherine Sandler is heading Sandler consulting. She has worked in different capacities with the Tavistock Clinic and specialises in coaching senior executives and top teams. Catherine has taught in a number of programmes in several leading business schools.
Jerry Sternin, Associate Fellow, Saïd Business School, Oxford. Pioneer in translating the concept of ‘Positive Deviance’ into an action-oriented community development approach. Has served as Director in Bangladesh, Philippines, Vietnam, Egypt and Myanmar for Save the Children.
Marshall Young, Fellow in Strategic Leadership at Saïd Business School, Oxford. His career has spanned teaching, operations research consultancy, strategy consultancy and business development. He is also Director of the Oxford Strategic Leadership Programme.
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Sean Kilbride
+33 (0) 1 39 67 70 94
