Course Outline
What change really means – attempts to define the concept of change
- Definitions of change
- What does it mean to manage change?
- What is the purpose – regarding factors that create the need for change in an organisation
- How to make sense of it? - various models and approaches to change in business
Change is driven by people – psychological aspects of change
- Change – an opportunity or a necessity?
- Regarding the nonexistent terrifying dragon – fears and stereotypes surrounding change
- We march into battle – preparing people for change
- Specifics and the role of communication during change implementation
Is it time yet – when are we ready for change?
- Is it truly time????? - internal and external reasons for change
- Perhaps it is better not to… - different types of resistance to change, recognising them, and ways to overcome them
- When we fear prematurely – Albee’s model for understanding and reducing stress
- Pros and cons – when we respond to change positively versus negatively
An organisation is like a person – it grows – proposing an analysis of organisational development according to Greiner
- Stages of organisational development in Greiner’s model
- Change management guide – tips for those implementing change on how to react and manage in each phase
Self-motivation, positive attitudes, and creativity in the process of implementing and managing change
- Change starts with us – recognising our own emotions, attitudes, stances, and reactions to change
- There is always another way – finding new solutions in familiar situations
How to do it step by step – regarding the stages of change management:
- Establishing the overall organisational goal,
- The scale and magnitude of the change,
- Change and the company's organisational culture,
- Warning signs – the need to identify critical constraints.
Building a change project, including:
- Step by step – breaking down into stages,
- Who is who – i.e., separating functions,
- It can vary – awareness of potential drops in motivation,
- Observation and evaluation – methods for monitoring and measuring results
Lead on, Commander!!! - the leader's role in the change process
- The leader's role in the face of change
- Selecting tools and management styles in a change situation
- Can everyone be a change leader – the competency profile of a change leader
Alone or in a group? – involving employees in the change process – Drucker’s model.
- What we did not expect – sudden success, failure, or external events,
- The world of imagination versus the real world – discrepancies between expectations and facts,
- The change process as an indicator of the need for innovation
- Sudden death or a smile from fortune? - changes that catch everyone by surprise.
Effective influence exerted by the change leader
- How to build trust and acceptance of organisational changes
- Persuasion, i.e., convincing people to change
- Influencing people in a change situation – model by K. Barnes and R. Cialdini
Requirements
The course is general in nature and participation in it does not require specialist knowledge
Testimonials (4)
Meeting efficiency is something that's fairly "basic", but not thought about a lot and with really large implications on people/company time. Understanding these best practices and keeping them top-of-mind will be of immediate help.
Dan Moffatt - Chris Courtemanche
Course - Personal Efficiency and Managing Meetings
Provided and explained very clearly a lot of foundational concepts, which fit well with the team's level of learning. The exercises were very engaging and I believe my team were comfortable and participated very well. Coordinating with the trainer as well was very seamless.
Christlan Tolentino - Canadian Blood Services
Course - Critical Thinking
I especially appreciated the instructor’s ability to give thorough, well-explained answers to questions specific to my personal situation.
HASAN TAHA URLU - Huber Turkiye
Course - Assertiveness
the exercises and the way the trainer was explaining