HMSV5430 picks up where HMSV5420 leaves off — once an organization has identified the innovation it needs, someone still has to lead people through the uncertainty, resistance, and disruption of actually implementing it, and that's the leadership challenge this course addresses.
Leading organizations through systemic change
Core topics
- Adaptive leadership: Leading teams and organizations through change that unfolds gradually and unpredictably rather than as a single discrete event
- Navigating uncertainty: Strategies for leading effectively when outcomes and timelines are not fully knowable in advance
- Managing resistance: Recognizing and addressing resistance to organizational change among staff and stakeholders
- Sustaining adaptive systems: Embedding the capacity for continuous adaptation into an organization's culture and structure
HMSV5430 assignments include adaptive-leadership case analyses and organizational-change leadership plans
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Adaptive-leadership case analyses and change plans.
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Frequently asked questions
HMSV5420 establishes the conceptual groundwork for organizational innovation — understanding what drives the need for change and how to design a response to it. HMSV5430 assumes students already grasp that foundation and instead focuses on the harder, more human part of the equation: actually leading people through the change once it's underway, when plans meet resistance, timelines slip, and staff morale is at stake. Without first understanding what organizational innovation looks like and why it's needed (from HMSV5420), a student would struggle to lead an adaptive change process in HMSV5430 without a clear sense of what they're adapting toward, which is why Capella sequences the two courses in this order.