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 (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
