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
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