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 (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.
