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This seventh course of the program begins with an on-campus portion to help students strengthen relationships with each other and with university staff. This seventh course of the program explores what organizational designs and forms of leadership we might see in the future. This course will take students into: (a) new insights into how to apply scripture to organizational leadership, (b) the realms of new technology, (c) new insights into human behavior and cognition, as well as (d) new developments into multi-cultural organizational development.
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LDSL707 is the start of your third and final year and also
starts a new area of thought: the future. This course includes
an on-campus residency requirement. With the external landscape
changing more rapidly than ever before, organizations face
a myriad of issues that traditional planning is unable to
tackle. How can leaders cultivate a "mental model" of their
external environment and core competencies five to ten years
out? This course examines future consumer, organizational,
and societal trends and asks how strategic thinking can help
align the organizational vision. Some of the questions this
course will address are:
- How can leaders think about the future, change and uncertainties in a way that refocuses organizational strategy?
- How can organizations identify trends and emerging issues on their horizon that will likely shape their strategic thinking?
- What technological, social or environmental changes on the horizon in the innovation economy; and how should we prepare to engage this extreme future now?
- How do strategic leadership teams combine anticipatory management with traditional management processes?
- How can biblical hope remain true to its roots, but creatively participate in the human future?
The course format is multifaceted, including online discussion and feedback, design practice, and peer and faculty consultation. While the course is based on organizational and futures theory, the coursework is action research oriented, allowing the student to gain a broad overview of strategic foresight and its processes that take organizations beyond just restructing or reengineering The goal of the course is to empower the leader to guide the revisioning, regeneration and reimagination of their organization or industry sector, ten to fifteen years out.
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1. FORESIGHT: support an organization as it focuses its strategic horizon toward the mid-range future, five to ten years out.
2. SCENARIOS: map out alternative or possible futures of their industry sector, working from key drivers of change.
3. FAITH: Apply futures study thinking to the future of new creation faith, in post-industrial and post-conventional contexts, three to five decades out.
4. TRAINING: Design and lead a futures workshop for strategic leaders, training them in futures methodologies, related to their organizational strategy.
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(Full assignment specifications are given under Bb "Course
Materials.")
- Dialogue of course interaction
among students and instructors, structured in eight forum
posts.
- Minor: Present a practitioner paper on global leadership from LDSL 706 to a professional audience of your peers.
- Minor: Write a feature article for a
popular press-type website to help leaders get their organizations
ready for the extreme future a decade out.
- Minor: Create an environmental scanning
report for an organization on macro-trend, consumer, or
sector foresight, complete with framework assumptions, scan
hits and summary analysis.
- Major: Using the GBN model, develop a
competitive space or business migration strategy for your
organization's future--a decade from now.
- Minor: Write an article for a magazine
that presents various futures that Christianity may encounter
in the world, or in the third-world, or in the west by 2035.
- Minor: Construct a Christian model of
foresight using Ideological Texture Analysis on a text of
your choice from the Book of Revelation.
- Major: Develop and deliver a training
session to organizational leaders that provides practical
experience using a foresight tool to illuminate the future.
- Bishop, P., and Hines A. (2006). Thinking about the
future: Guidelines for strategic foresight. Washington,
DC: Social Technologies, LCC. ISBN: 0-9789317-0-X, http://www.socialtechnologies.com/Content.aspx?PageID=22
- Canton, J. (2006). The extreme future: The top trends
that will reshape the world for the next 5, 10, and 20 years.
New York: Dutton. ISBN: 0452288665
- Cornish, E. (2004). Futuring: The exploration of the
future. Bethesda , MD : World Future Society. ISBN:
0-930242-61-0
- Tickle, P. (2008). The great emergence: How
Christianity is changing and why. Grand Rapids, MI:
Baker. ISBN: 9780801013133
- Ralston, B., & Wilson, I. (2006). The scenario-planning
handbook: A practitioner's guide to developing and using
scenarios to direct strategy in today's uncertain times.
Mason , OH : South-Western Educational. ISBN: 0324312857
- Peters, T. (2005) Futures: Human and Divine. Bimillennial
Press, e-Book. Available through http://www.christianfutures.com/books
This last resources is not carried by the Regent Bookstore
The following required resources were used in a previous course:
- The Bible - preferably one of the literal translations such as the New Revised Standard Version (NRSV), Revised Standard Version (RSV), New King James Version (NKJV), American Standard Version (ASV), New American Standard Bible (NASB).
- Mintzberg, H., Ahlstrand, B. W., & Lampel, J. (1998). Strategy safari: A guided tour through the wilds of strategic management . New York: Free Press.
Other required resources will be available online from the
Regent University Library full-text
journal databases or the World Wide Web. Certain resources
will also be available through Blackboard. Several of these
required articles are listed below. Others are listed in the
course Schedule of Assessments.
- Courtney, H., Kirkland, J., & Viguerie, P. (1997,
Nov-Dec). Strategy under uncertainty. Harvard Business
Review, 75 (6), 66-79.
- Hambrick, D. C. (1982, April - June). Environmental Scanning
and Organizational Strategy. Strategic Management Journal,
3 (2), 159-174.
These books may be a helpful resources in working on your various projects or dialogues.
- Bell, W. (1997) Foundations of Futures Studies
Vol. 1. New Brunswick : Transaction Publishers ISBN 978-0-7658-0539-3.
- Coates, J. , Mahaffie, J., and Hines, A. (1997) 2025:
Scenarios of US and Global Society Reshaped by Science and
Technology. Greensboro , NC: Oakhill Press. Available
as a free download through http://www.josephcoates.com/2025_PDF.html
- Schwarz, H., (2000) Eschatology. Grand Rapids,
MI: Eerdmans, ISBN 0-8028-4733-1.
- Slaughter, R. A., Inayatullah, S., (Eds.), &. (1999).
Knowledge base of futures studies (Millennium Edition CD-Rom).
Indooroopilly, Queensland, Australia: Foresight International.
Available from http://www.christianfutures.com/books3.shtml
- Slaughter, R. A. (2005). Toward a wise culture: Four classic
futures text [CD-Rom]. Indooroophilly, Australia: Foresight
International.
http://www.christianfutures.com/books7.shtml
Six weeks before the course most required most required
resources should be available from Regent
University Bookstore. Other sources, including online
or local booksellers, might serve your needs as well. Any
links to non-university sources are provided only to facilitate
learning. Regent University and this department and faculty
do not endorse or recommend any listed non-university sources.
Should you wish to study further, supplemental resources provide additional depth or breadth to the course content. The following are listed as a starting point to help build doctoral reasoning skills and content meaning-making within the course.
- Barrett, D. B., Johnson, T. M., Guidry, C. R., & Crossing,
P. F. (2001). World Christian trends, AD 30-AD 2200:
Interpreting the annual Christian megacensus. Pasadena,
CA: William Carey Library.
- Bosch, D. J. (1995). Believing in the future: Toward
a missiology of Western culture. Valley Forge, PA:
Trinity Press.
- Courtney, H. (2001). 20/20 foresight: Crafting strategy
in an uncertain world. Boston, MA: Harvard Business
School Press.
- Hiebert, P. G. (1999). The missiological implications
of epistemological shifts: Affirming truth in a modern/postmodern
world. Harrisburg, PA: Trinity. ISBN: 1563382598
- Hamel, G., & Prahalad, C. K. (1994). Competing
for the future . Boston, MA: Harvard Business School
Press.
- Marsh, N., McAllum, M., Purcell, D., (2002) Strategic
Foresight: The Power of Standing in the Future. Melbourne:
Crown Content, ISBN 1-74095-004-6.
- Heijden, K. A. v. d. (1996). Scenarios: The art of
strategic conversation (2nd ed.). Hoboken , NJ: John
Wiley. ISBN: 0470023686
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To remain in good academic standing in the Ph.D., MBA, D.Min., MFA, MPA, M.Ed. and all master of arts degree programs, a student must maintain a 3.00 grade point average. A 2.0 GPA is acceptable for good academic standing in the M.Div. and J.D. programs. The following grading scale is the authorized grading scale for the university.
The instructor determines all grades. The basis for evaluation and grade calculation shall be published in the course syllabus available at the first formal class meeting. Formative grade assessment may utilize systems different than the required system for final grading, as long as the system allows for equitable conversion.
The grade point average (GPA) is obtained by dividing the total number of quality points earned by the total number of hours attempted exclusive of P/NP, Audit and courses in which an Incomplete or In Progress is assigned. Grades of F, W, WF or Audit may not be used to meet minimum hour requirements. Professional development courses such as internships and practicums will be graded on a P/NP basis.
Grade Percent/Grade Letter/Quality Point Meaning of Grade
| A |
94 - 100 |
4.00 |
| A- |
90 - 93.9 |
3.67 |
| B+ |
87 - 89.9 |
3.33 |
| B |
83 - 86.9 |
3.00 |
| B- |
80 - 82.9 |
2.67 |
| C+ |
77 - 79.9 |
2.33 |
| C |
73 - 76.9 |
2.00 |
| C- |
70 - 72.9 |
1.67 |
| D+ |
67 - 69.9 |
1.33 |
| D |
63 - 66.9 |
1.00 |
| D- |
60 - 62.9 |
0.67 |
| F |
00 - 59.9 |
0.00 |
A grade of W or WF is given to a student who withdraws from a course after the authorized add/drop period up to the end of the semester registered. The designation WF is counted as an F in the computation of the GPA; the designation of W is not counted in the computation of the GPA. Any student who seeks to complete a course to which a W grade has been posted must register in a subsequent term and pay the full current tuition for the course.
An incomplete grade will be given in a regular course only for legitimate deficiencies due to illness, emergencies or extraordinary reasons acceptable to the professor, including equipment breakdown or shortages, and not because of neglect on the student’s part. A regular grade will be given by the instructor if all requirements for the course are submitted by the end of the following academic term. The instructor will submit the new grade to the Registrar’s Office no later than two weeks after the beginning of the subsequent term. If all work is not submitted by the end of the term following the granting of the incomplete, a grade of FX (NP for pass/fail courses) will be posted automatically unless a Request for Extension of Incomplete has been approved and submitted to the Registrar’s Office. The FX shall be counted as an F in the computation of the GPA. Any student desiring reinstatement to the course after an FX or NP has been posted must register for the course in a subsequent term and pay the full current tuition for the course.
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