English
W937 – Management of Complex Leadership Tasks
Management of complex leadership tasks
Version: 1
Prof. Dr.phil. et rer.nat.habil Rüdiger von der Weth
ruediger.von-der-weth(at)htw-dresden.de
Prof. Dr.phil. et rer.nat.habil Rüdiger von der Weth
ruediger.von-der-weth(at)htw-dresden.de
Englisch
5.00 Credits
150 Stunden
4.00 SWS (1.00 SWS Vorlesung | 1.00 SWS Übung | 2.00 SWS Sonstiges)
90.00 Stunden
Alternative Prüfungsleistung - Portfolio
Modulprüfung | Wichtung: 100 % | Wird in englischer Sprache abgenommen
Alternative Prüfungsleistung - Referat
Prüfungsdauer: 30 min | Wichtung: 0 % | nicht benotet | Wird in englischer Sprache abgenommen
Lecture 25%
Flipped Classroom 50%
Seminar 25%
Presentation
Forum
more (optional)
I Lecture
- Complexity
1.1 Complex demands
1.2 The process of action regulation
1.3 Typical error and it´s reasons
1.4 Interaction between motivation, emotion and cognition in complex situations
2.Managing complexity in sociotechnical systems
2.1 Knowledge and teamwork (shared mental models)
2.2 Self-reflection and Coaching
2.2 Analyzing tasks and information flow in complex work systems
2.3 Organizing a sociotechnical system as a leadership task
2.4 Individual demands for change agents
- Case studies
3.1 Emergency: The Tshernobyl disaster
3.2 Long term developments: The decline of the Roman empire
3.3 Actual economical and political developments
- Tools for monitoring and planning complex projects
4.1 Project management me5hods
4.2 Organizing information and work flow
5. Self-efficacy and coaching
II. Flipped classroom sessions
Topics:
Actual publications on complexity management
Case studies of economical and political decisions
Field studies: Analysis of complex work places
III Simulation Game
Decision making in a complex and dynamic management task
Knowledge of central concepts; understanding the role of human behaviour in managing complex work tasks; Analyzing suitability of management strategies for the students´own tasks and ressources now and in future
Self-reflection strategies
Communication and cooperation skills for complex projects
Strategies for self-assessment
Knowledge of SOP´s for critical and dangerous situations
Openness for discussing own strengths and weaknesses
References
Dörner, D. (1996). The Logic of Failure, New York, Metropolitan Books.
Kahnemann, D. (2011). Thinking, Fast and Slow. Basingstoke: MacMillan.
Kunert, S. & von der Weth, R. (2017). Failure in Projects. In: S. Kunert (Ed.) Strategies in Failure Management. Berlin. Springer, pp.50-68.
Saifoulline, R., von der Weth, R., Hemberger, C., Grunau J. & Schönwandt,W. (2009). The influence of a problem solving training on shared mental models of spatial planners. Psychologie des Alltagshandelns, 2,1,14-20.
Wäfler, T., von der Weth, R., Karltun, J., Starker, U., Gärtner, K., Gasser, R., Bruch, J. (2010). Human control capabilities. In: Fransoo, J.C., Wäfler, T., Wilson, J. (Hrsg.) Behavioral Operations in Planning and Scheduling. Berlin: Springer, pp. 199-230.
Script
Forum (OPAL)
Work sheets
Simulation game
Laboratory equipment for behaviour analysis
OPAL:
https://bildungsportal.sachsen.de/opal/auth/RepositoryEntry/29585440802/CourseNode/83139228332295?22