Course Outline
What Change Is Really About – Attempts to Define the Concept
- Definitions of change
- What does it mean to manage change?
- Why all this? – Factors driving the need for change in organizations
- How to grasp it? – Different models and approaches to organizational change
Change Is Driven by People – Psychological Aspects of Change
- Change – an opportunity or a necessity?
- About the nonexistent terrifying dragon – fears and stereotypes related to change
- Let’s go into battle – preparing people for change
- Specifics and role of communication in change implementation
Are We There Yet? – When Are We Ready for Change?
- Are we really ready yet? – Internal and external causes of change
- Maybe better not to… – Different types of resistance to change, recognizing them, and overcoming them
- When we fear the worst – Albee’s model for understanding and reducing stress
- Pros and cons – When we respond positively to change versus negatively
Organizations Are Like People – They Grow – A Proposal to Analyze Organizational Development Using Greiner’s Model
- Stages of organizational development in Greiner’s model
- Change user guide – Tips for implementers on how to react and manage in different phases
Automotivation, Positive Attitudes, and Creativity in Change Implementation and Management
- Change starts with us – Recognizing our own emotions, attitudes, positions, and reactions to change
- There’s always another way – Finding new solutions in familiar situations
How to Do It Step by Step – The Stages of Change Management
- Establishing the overall organizational goal,
- Weight and scope of the change,
- Change and corporate culture,
- Warning signs – Need to identify critical constraints.
Building a Change Project Includes:
- Step by step – Phasing the project,
- Who does what – Assigning roles and responsibilities,
- It can vary – Awareness of potential drops in motivation,
- Observation and evaluation – Methods for monitoring and measuring outcomes
Leader, Lead!!! – The Role of the Leader in the Change Process
- The leader’s role in the face of change
- Selecting tools and management styles in change situations
- Can anyone be a change leader? – Competency profile of a change leader
Alone or in a Group? – Involving Employees in the Change Process – Drucker’s Model
- What we didn’t expect – About sudden success, failure, or external events,
- The world of imagination vs. the real world – About discrepancies between expectations and reality,
- The change process as an indicator of the need for innovation
- Sudden death or a stroke of good luck? – Changes that catch everyone off guard.
Effective Influence by the Change Leader
- How to build trust and acceptance of organizational changes
- Persuasion – Convincing people to embrace change
- Influencing people in change situations – K. Barnes and R. Cialdini’s model
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.
