The RSM MSc in Organisational Change & Consulting programme is one academic year’s duration. Core courses are compulsory and will be offered during the autumn semester (22 ECTS). Master electives (18 ECTS) are offered during the spring semester, of which one elective can be chosen from another MSc programme. During the year, students work on a master thesis project (20 ECTS).

Please note that certain electives may be very popular. Although we can place most students in the elective(s) of their choice, there are no guaranteed places.

    • Deepen your understanding of actual change situations by using post-modern and social constructionist change theories, methods, and concepts.

      In this course, you will:

      1. develop the cognitive and social knowledge that you need in your role of change agent, either as a manager or a consultant;
      2. gain new perspectives and knowledge about a range of methodical concepts and methods;
      3. experience change first-hand while working with the offered new insights and instruments. 

      Review the course guide for more details.

    • You can be the one who is chosen to bring about organisational change within your organisation.

      This course provides you with the answers to two broad questions:

      1. How do you internally structure, govern and manage such knowledge-intensive organisations?
      2. How do you help such organisations manage to stay on top of – and actively intervene in – the fast-moving environments in which they operate?

      By exploring case studies, you will gain understanding and knowledge about the organisational side of professional service firms. This will result in mastering the skills you need in order to diagnose and manage these firms.

      Review the course guide for more details.

    • Gain the knowledge and methodological skills you need to scientifically study change in organisational settings.

      Your learning begins with the introduction of leading modern, symbolic and post-modern theories of change. These theories will be used as sources of working hypotheses.

      Leading change consultants will provide you with in-class case presentations. Each consultant embraces one of each three change theories in their work, giving you an all-round perspective.

      Review the course guide for more details.

    • You are likely to act as or deal with management consultants at some point in your professional life.

      Management consultants are important agents of organisational change. As a management consultant, you apply and transfer knowledge about business problems to assist managers in dealing with those issues.

      In this course, you will:

      1. be introduced to management consulting as a practice;
      2. develop your cognitive skills by explaining concepts;
      3. experience the consulting process;
      4. practice consulting skills;
      5. reflect on various aspects of management consulting.

      While being offered a variety of learning methods, you will explore:

      1. the nature of management consulting and the consulting industry;
      2. the consulting process and the client relationship;
      3. disciplines, approaches and methods of management consulting;
      4. consulting skills and professional development.

      Review the course guide for more details.

    • One of the skills you need to be able to work in any organisational environment is to be able to take on an advisory role. This role challenges your communication, coaching, and advisory skills.

      In this course, you will:

      1. build and develop those advisory skills, while gaining knowledge of the concepts behind them;
      2. increase the number of ways in which you can act in organisational situations;
      3. become more reflective about the strengths and weaknesses of your personal advisory skills.

      You will also be offered guest presentations from visiting lecturers, consultants, trainers, and managers.

      Review the course guide for more details.

    • Suppose you are asked in a company to assist an experienced colleague to reframe activities in the company. It is a tough job, people tell you, but don’t worry: the change team you are joining is experienced and the change manager is a professional change manager: he knows the department in and out. The company’s HRM manager expects this project an outstanding opportunity for your first intervention and reframing adventure. Nice people, huge opportunities, and a lot to be changed and to be reframed, she suggests. Your friends are wildly enthusiastic and ask you about the newest job. You cannot tell them more than that you will stay for half a year.

      You only have questions. What to expect over there? Who are you suppose to meet? Which methods could you use in the change situations? What role do you and your colleagues have differently in the intervention process? How to co-operate with employees in the department who are themselves part of the change process? How do you prepare yourself for such an opportunity? Intervening in a department is not easy, how to anticipate unexpected resistance? And how to cope with economic and political consequences of the change to develop? What are the risks in this situation? In this course we raise these kinds of questions in order to help you actively experience several intervention methods in actual situations.

      Review the course guide for more details.

    • Decision-making is a crucial determining factor when it comes to an organisation achieving its objectives. But in many business situations it is not possible to solve a decision-making problem analytically. The emphasis in this course is on the managerial implications and, in particular, applications for organisational behaviour. The initial part of the course is devoted to understanding the nature, causes, and implications of these human decision-making limitations, while the second part is devoted to group decision-making. We discuss reasons why groups often do not use their productive potential, and how that can be improved. The last part of the course focuses on the organisational perspective.

      Review the course guide for more details.

    • Cross-cultural competence is your ability to compare values and norms to understand behaviour and complexities. You must be able to perform an analysis of a rising mix of interactive, communicative and organising processes to make sense of them, to help others understand them, and to perform efficiently and effectively.  

      Cross-cultural competence allows you to understand what people mean by what they say and do. Globalisation and modern technology have increased international business partnerships and postings. This requires you to be a manager who can coach and puts the needs of others first to help people develop and perform as highly as possible.

      In this elective, you will:

      1. exercise your methodological skills in deconstructing and changing complex adaptive systems by rhetoric, design and contextual shifts;
      2. learn how to deal with cultural hierarchies and people’s positioning across cultures;
      3. study, unzip and apply a theoretical framework of cultural dimensions and a research project;
      4. learn how to perform a quick cultural scan of organisations and compare the results across national, organisational and professional fault lines;
      5. hone your skills in cross-cultural analysis by submitting a comprehensive team assignment, which will include a case study, an empirical research and formatted media communication releases.

      Review the course guide for more details.

    • In ancient times leadership education consisted mainly in training pupils in the trivium, the three liberal arts (out of seven) dedicated to grammar, logic and rhetoric. Thus leaders, whether in politics or business, were primarily trained to become excellent communicators. Communication skills, and rhetoric specifically, were not seen or treated as a ‘bag of tricks’. They were considered essential ingredients in the character formation of the leader and the exercise of good reason. For to be a good and virtuous leader, one first of all had to become a good and virtuous person.

      Today communication skills of leaders still are of crucial importance to their performance. The ability to motivate people, to maintain the reputation and public image of a company, to portray a credible organizational identity and strategic direction, to lead change or to navigate organizations through periods of crisis critically hinge on the persuasive talents of managers. Knowing your audience, framing your message creatively, and choosing the appropriate channels are decisive for effective communication. The language of management provides a plethora of examples of how issues are rhetorically framed to fit specific courses of action. Nowadays, however, as is evident in the use of social media and advertising, it is not only through words but also through the use of visual imagery that persuasive performance is determined.

      This course will explore several terrains of rhetorical competence, from the classical canons of rhetoric and the use of tropes through to the latest developments in visual rhetoric. The course will take both an analytical perspective, helping students to recognize rhetorical techniques of persuasion, and provide a training ground to develop skills in compiling convincing communicative strategies and expressions.

      Review the course guide for more details.

  • The RSM MSc in Organisational Change and Consulting is one academic year’s duration. Core courses are compulsory and will be offered during the autumn semester (22 ECTS). Master electives (18 ECTS) are offered during the spring semester, of which one elective can be chosen from another MSc programme. During the year, students work on a master thesis project (20 ECTS).

    • During the January Research Methodology course, students will gain in-depth knowledge of, and practical experience in, selected research methods for studying change. Subjects to be covered include:

      1. Interviewing and proposal writing
      2. Discourse analysis and storytelling as an intervention methodology
      3. Ethnography and narrative methodology, and
      4. Principles of qualitative data-analysis according to different methods 

      Students will work on their thesis proposals and decide which literature and methods are best suited to their subject of study.

Note regarding taking courses if you are not an RSM master student: RSM does not offer the possibility for non-RSM students (master or otherwise) to take RSM courses outside of official exchange partnerships or other inter-faculty agreements.