Course Outline
What Change Really Is – Attempts to Define the Concept
- Definitions of change
- What does it mean to manage change?
- Why do this? – Factors triggering the need for change in the organization
- How to approach it? - Different models and approaches to change in the company
Change is Driven by People – Psychological Aspects of Change
- Change – Opportunity or Necessity?
- About the Non-Existent Fearsome Dragon – Fears and Stereotypes Regarding Change
- Let's Go into Battle – Preparing People for Change
- Specificity and Role of Communication in Change Implementation
Is It Time Yet? – When Are We Ready for Change?
- Are We Really Ready? – Internal and External Causes of Change
- Maybe It’s Better Not To… – Types of Resistance to Change, Recognizing and Overcoming Them
- Fear of the Unknown – Albee and His Model for Understanding and Reducing Stress
- Pros and Cons – When We React Positively vs. Negatively to Change
Organizations Are Like Humans – They Develop – Proposal for Analyzing Organizational Development Using Greiner's Model
- Stages of Organizational Development in Greiner's Model
- Change User Manual – Guidelines for Implementers on How to React and Manage in Different Phases
Self-Motivation, Positive Mindset, and Creativity in the Process of Implementing and Managing Change
- Change Begins Within Us – Recognizing Own Emotions, Attitudes, Behaviors, and Reactions to Change
- Always Another Way – Seeking New Solutions in Familiar Situations
How to Do It Step by Step – Stages of Change Management:
- Establishing the Overall Organizational Goal,
- Scale and Magnitude of Change,
- Change and Corporate Culture,
- Warning Signs – Need to Identify Critical Constraints.
Building a Change Project Including:
- Step by Step – Dividing into Phases,
- Who is Who – Distributing Roles and Responsibilities,
- It Can Vary – Awareness of Potential Drop in Motivation,
- Observation and Evaluation – Monitoring Methods and Measuring Results
Lead the Way !!! – The Leader's Role in the Change Process
- The Leader's Role Amidst Change
- Selecting Tools and Management Styles in Situations of Change
- 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 – Sudden Success, Failure, or External Events,
- World of Imaginations vs. Real World – Discrepancies Between Expectations and Facts,
- Change Process as an Indicator of Innovation Needs
- Sudden Death or Smile from Fortune? – Changes That Surprise Everyone.
Effective Influence by the Change Leader
- Building Trust and Acceptance of Organizational Changes
- Persuasion – Convincing People to Change
- Influencing People During Change – Model 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