Get in Touch

Course Outline

What change really means – Attempts to define the concept of change

  • Definitions of change
  • What does it mean to manage change?
  • Why all this? – Factors driving the need for change in an organization
  • How to grasp it? - Various models and approaches to change in business

Change is made by people – Psychological aspects of change

  • Change – an opportunity or a necessity?
  • Oh, the non-existent terrifying dragon – Fears and stereotypes regarding change
  • Let's go to battle – Preparing people for change
  • Specifics and role of communication during change implementation

Is it time yet – When are we ready for change?

  • Really already ????? Internal and external causes of change
  • Maybe better not… – Different types of resistance to change, identifying them, and ways to overcome them
  • When we fear unnecessarily – 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 person – It develops – Proposal for organizational development analysis using Greiner's model

  • Stages of organizational development in Greiner's model
  • Change management instruction – Guidelines for implementers on how to react and manage in different phases

Self-motivation, positive attitude, and creativity in the process of implementing and managing change

  • Change starts with us – Recognizing our own emotions, attitudes, stances, and reactions to change
  • There is always another way – Finding new solutions in familiar situations

How to do it step by step – The stages of managing change:

  • Establishing overall organizational goals,
  • Scope and scale of the change,
  • Change and organizational culture,
  • Warning signs – Need to identify critical constraints.

Building the change project, including:

  • Step by step – Division into phases,
  • Who is who – Assigning roles and responsibilities,
  • It can vary differently – Awareness of potential drops in motivation,
  • Observation and evaluation – Methods for monitoring and measuring results

Leader, lead us!!! – The role of the leader in the change process

  • The leader's role in the face of change
  • Selecting tools and management styles in situations of change
  • Can everyone 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 imagination vs. real world – Discrepancies between expectations and facts,
  • Change process as an indicator of the need for innovation
  • Sudden death or smile of fortune? – Surprising changes for everyone.

Effective influence by the change leader

  • How to build 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

 14 Hours

Number of participants


Price per participant

Testimonials (4)

Upcoming Courses

Related Categories