Course Outline
What Change Is Really About – Attempts to Define the Concept of Change
- Definitions of change
- What does it mean to manage change?
- Why do this – the factors driving the need for change in an organization
- How to tackle it – different models and approaches to managing change within a company
Change Is Made by People – Psychological Aspects of Change
- Change – an opportunity or a necessity?
- Not about a terrifying dragon – fears and stereotypes regarding change
- Moving into battle – preparing people for change
- The specifics and role of communication when implementing change
Is It Time Yet? – When Are We Ready for Change?
- Is it really time ????? – Internal and external drivers of change
- Perhaps not... – Different types of resistance to change, recognizing them, and overcoming them
- When we worry prematurely – Albee and his model for understanding and reducing stress
- Pros and cons – When we react positively to change and when negatively
An Organization Is Like a Human Being – It Develops – A Proposal for Analyzing Organizational Development (Greiner)
- Stages of organizational development in Greiner's model
- Change management guide – Tips for implementers on how to respond and manage in each phase
Self-Motivation, Positive Mindsets, and Creativity in the Process of Implementing and Managing Change
- Change begins within us – Recognizing our own emotions, attitudes, stances, and reactions to change
- It can always be different – Seeking new solutions in familiar situations
How to Do It Step by Step – The Stages of Change Management:
- Defining the overall organizational goal,
- The scale and magnitude of the change,
- Change and the company's organizational culture,
- Warning signals – the need to identify critical constraints.
Building a Change Project, Including:
- Step by step – Breaking it down into stages,
- Who is who – Clarifying roles and responsibilities,
- It can vary – Awareness of potential drops in motivation,
- Observation and evaluation – Methods for monitoring and measuring results
Lead, O Leader! – The Leader's Role in the Change Process
- The leader's role amidst change
- Selecting tools and management styles in a situation of change
- Can anyone 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.
- What we didn't expect – Sudden success, failure, or external events,
- The world of imagination vs. the real world – Discrepancies between expectations and facts,
- The change process as an indicator of the need for innovation
- Sudden death or a smile of fortune? – 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 during change – 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
