This course will conduct a comparative study of the grand strategies of the great powers (Britain, France, Germany and Russia) competing for mastery of Europe from the late nineteenth to the mid-twentieth century. Grand strategy is the collection of political and military means and ends with which a state attempts to achieve security. We will examine strategic developments in the years preceding World Wars I and II, and how those developments played themselves out in these wars. The following questions will guide the inquiry: What is grand strategy and what are its critical aspects? What recurring factors have exerted the greatest influence on the strategies of the states selected for study? How may the quality of a grand strategy be judged? What consequences seem to follow from grand strategies of different types? A second theme of the course is methodological. We will pay close attention to how comparative historical case studies are conducted.

This course covers approaches to research and evaluation in the planning field, for those preparing to write 1st-year doctoral and other research papers. Topics include narrowing down research interests, using quantitative and qualitative techniques complementarily, and interviewing and other fieldwork challenges. The course uses a seminar-type format in which readings, class discussions, and assignments are built around (1) generic themes that run across the research interests and paper topics of students in the class, and (2) lessons about methodology to be learned from the case comparison studies assigned.

This course explores the foundations of policy making in developing countries. The goal is to spell out various policy options and to quantify the trade-offs between them. We will study the different facets of human development: education, health, gender, the family, land relations, risk, informal and formal norms and institutions. This is an empirical class. For each topic, we will study several concrete examples chosen from around the world. While studying each of these topics, we will ask: What determines the decisions of poor households in developing countries? What constraints are they subject to? Is there a scope for policy (by government, international organizations, or non-governmental organizations (NGOs))? What policies have been tried out? Have they been successful?
MITx Online Version
This course is part of the Micromaster’s Program in Data, Economics, and Design of Policy through MITx Online. The course is entirely free to audit, though learners have the option to pay a fee, which is based on the learner's ability to pay, to take the proctored exam, and earn a course certificate. To access the course, create an MITx Online account and enroll in the course 14.740x Foundations of Development Policy.

This class develops basic concepts for understanding individual, group, and organizational behavior through the critical analysis of important works in the field. Among the areas covered are: individual affect and cognition; group process and performance; and organizational culture and adaptation. The class also emphasizes the use of behavioral science concepts for stimulating new and useful organizational behavior research.

This article describes how schools can involve local organizations in a festival or informal learning event.

This course introduces you to behavioral science theories, methods, and tools and provides opportunities to use and apply them to problems you will encounter in your work and career. The course material will begin with an overview of work and organizations in modern industrial society, and then examine individual behavior, move to behavior in groups or teams, and finally discuss organizations as a whole. It is expected that at the end of the course you will: (a) know something about managerial psychology, (b) know how to learn more, (c) understand the behavioral research process, and (d) develop skills in presenting your ideas in oral and written reports.

The course is structured around a core of fundamental concepts concerning how we view organizations, and the application of these concepts to basic domains of action crucial for contemporary businesses: sensemaking, learning, knowing, and change. We view organizations as enacted systems, wherein humans are continually shaping the structures that influence their action in turn. In other words, we create the systems that then create us.

15.668 People and Organizations examines the historical evolution and current human and organizational contexts in which scientists, engineers and other professionals work. It outlines today's major challenges facing the management profession. The course uses interactive exercises, simulations and problems to develop critical skills in negotiations, teamwork and leadership. Students will be introduced to concepts and tools to analyze work and leadership experiences in optional undergraduate fieldwork projects.

Business organizations and markets use a bewildering variety of structures to coordinate the productive activities of their stakeholders. Dramatic changes in information technology and the nature of economic competition are forcing firms to come up with new ways of organizing work. This course uses economic theory to investigate the roles of information and technology in the existing diversity of organizations and markets and in enabling the creating of new organizational forms.