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Duration 14 hours
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 (3)
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
the exercises and the way the trainer was explaining
Sorana Haiduc - Ness
Course - Stress Management and Prevention
SMART Goal session was the most enjoyable part of the training that helped me manage my time properly. it helps me set my goal clearer and i could really see that setting SMART Goal can relate to almost everything such as Finance, Social Life, Career and Personal Growth.
