Course Outline
The Core of the Matter – Defining the Concept of Change
- Definitions of change
- What does managing change entail?
- The Rationale – Factors driving the need for change in organisations
- Approaches – Various models for tackling change within a company
People Drive Change – The Psychological Aspects of Change
- Change – An opportunity or a necessity?
- The Non-Existent Monster – Fear and stereotypes associated with change
- Preparing for Action – Getting people ready for change
- The specificities and role of communication during change implementation
Is It Time? – Assessing Readiness for Change
- Is the time truly ripe? – Internal and external drivers of change
- Perhaps it’s better not to – Types of resistance to change, recognising it, and overcoming it
- When Fear is Exaggerated – Albee’s model for understanding and reducing stress
- Pros and Cons – When we react to change positively or negatively
Organisations Evolve – A Proposal for Analysing Organisational Development (Greiner’s Model)
- Stages of organisational development in Greiner’s model
- Change Management Guidelines – How to react and manage at different phases
Self-Motivation, Positive Mindset, and Creativity in Implementing and Managing Change
- Change Starts Within – Recognising own emotions, attitudes, and reactions to change
- There’s Always Another Way – Finding new solutions in familiar situations
Step-by-Step Implementation – The Stages of Change Management:
- Establishing the overall organisational objective,
- Weight and scale of the change,
- Change and organisational culture,
- Warning signs – The need to identify critical constraints.
Building the Change Project, including:
- Step-by-step – Breaking down into stages,
- Roles and Responsibilities – Assigning functions,
- Anticipating Variations – Awareness of potential drops in motivation,
- Observation and Evaluation – Methods for monitoring and measuring outcomes
Lead the Way! – The Leader’s Role in the Change Process
- The role of the leader in the face of change
- Selecting tools and management styles during change
- Can Everyone Be a Change Leader? – The competency profile of a change leader
Alone or in a Group? – Involving Employees in the Change Process – Drucker’s Model.
- The Unexpected – Sudden success, failure, or external events,
- Imaginary vs. Real World – The discrepancy between expectations and facts,
- Change processes as an indicator of the need for innovation
- Sudden Shifts or Strokes of Luck? – Changes that catch everyone off guard.
Effective Influence Exerted by the Change Leader
- Building trust and acceptance of organisational change
- Persuasion – Convincing people to embrace change
- Influencing people 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.
