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 (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
