Course Outline
What change really means – attempts to define the concept of change
- Definitions of change
- What does it mean to manage change?
- Why do we need this? – Understanding factors driving the need for organizational change
- How to approach it? – Various models and approaches to corporate change
Change is driven by people – psychological aspects of change
- Change as an opportunity or necessity?
- On the non-existent scary dragon – fears and stereotypes regarding change
- Ready for action – preparing people for change
- Specifics and role of communication during change implementation
Is it time already? – When are we ready for change?
- Really ready now ????? on internal and external drivers of change
- Maybe not yet... – Different types of resistance to change, recognizing them, and strategies for overcoming them
- When we fear prematurely – Albee's model for understanding and reducing stress
- Pros and cons – When do we react positively or negatively to changes
An organization is like a person – it grows – proposal to analyze organizational development using Greiner's model
- Stages of organizational growth in Greiner's model
- Change user manual – guidance for implementers on how to respond and manage in different phases
Self-motivation, positive attitudes, and creativity in the change implementation and management process
- Change starts with us – Recognizing our own emotions, attitudes, beliefs, and reactions to change
- There’s always another way – Seeking new solutions in familiar situations
How to do it step-by-step – i.e., stages of managing change:
- Setting overall organizational goals,
- Scope and magnitude of the change,
- Change and company corporate culture,
- Warning signals – Need to identify critical constraints.
Building a change project, including:
- Step-by-step – Breakdown into phases,
- Who does what – Clarifying roles and responsibilities,
- Variability is possible – Awareness of potential motivation dips,
- Observation and evaluation – Methods for monitoring and measuring outcomes
Lead, oh leader!!! – The role of the leader in the change process
- The leader's role facing change
- Selecting tools and management styles in change situations
- Can everyone 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 – Unexpected success, failure, or external events,
- World of imagination vs. the real world – Discrepancies between expectations and facts,
- Change process as an indicator of innovation needs
- Sudden death or a stroke of luck? – Surprising changes for everyone.
Effective influence exerted by the change leader
- How to build trust and acceptance of organizational changes
- Persuasion – Convincing people to embrace change
- Influencing others during change – Models 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
