Course Outline
What it’s really about – attempts to define the concept of change
- Definitions of change
- What does it mean to manage change?
- Why do we do this – on the factors driving the need for change in organizations
- How to approach it? – Different models for approaching change in a company
People drive change – psychological aspects of change
- Change – opportunity or necessity?
- About the non-existent fearsome dragon – fears and stereotypes regarding change
- Let’s get started – preparing people for change
- The specifics and role of communication in situations of implementing change
Is it ready yet – when are we prepared for change?
- Is it really time yet? – on internal and external causes of change
- Maybe not… – on various types of resistance to change, recognizing them, and ways to overcome them
- When we fear excessively – Albee and his model for understanding and reducing stress
- Pros and cons – when we react to change positively and when negatively
An organization is like a person – it develops – a proposal for analyzing organizational development according to Greiner
- Stages of organizational development in Greiner’s model
- User manual for change – guidelines for implementers on how to react and manage in different phases
Self-motivation, positive attitudes, and creativity in the process of implementing and managing change
- Change starts within us – on recognizing our own emotions, attitudes, postures, and reactions to change
- There is always another way – finding new solutions in familiar situations
How to do it step by step – on the stages of change management:
- Establishing the overall organizational goal,
- The magnitude and scale of the change,
- Change and the company’s organizational culture,
- Warning signs – the need to identify critical limitations.
Building the change project, including:
- Step by step – division into stages,
- Who does what – i.e., allocation of functions,
- It can go differently – awareness of possible drops in motivation,
- Observation and evaluation – methods for monitoring and measuring results
Lead, Leader!!! The role of the leader in the change process
- The role of the leader in the face of change
- Selection of tools and management styles in a situation of change
- Can everyone be a change leader – competency profile of a change leader
Solo or in a group? – on involving employees in the change process – Drucker’s model.
- What we didn’t expect – on sudden successes, failures, or external events,
- The world of imagination vs. the real world – on the mismatch between expectations and facts,
- The change process as an indicator of the need for innovation
- Sudden death or a smile from fortune? – changes that surprise everyone.
Effectively exerting influence through the change leader
- How to build trust and acceptance of organizational change
- Persuasion, i.e., convincing people to change
- Exerting influence on people in a situation of 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.
