Course Outline
What it’s really about – attempts to define the concept of change
- Definitions of change
- What does it mean to manage change?
- What is the purpose – on the factors that create the need for change in the organization
- How to approach it? – different models and approaches to change in the company
Change is driven by people – psychological aspects of change
- Change – an opportunity or a necessity?
- Regarding the non-existent scary dragon – fear and stereotypes surrounding change
- Let’s get into the fray – preparing people for change
- The specifics and role of communication during the implementation of change
Is it time yet – when are we ready for change?
- Actually already ????? – on internal and external reasons for change
- Maybe better not… – on different types of resistance to change, how to recognize them and overcome them
- When we fear excessively – Albee’s model of understanding and reducing stress
- Pros and cons – when we react positively to change and when negatively
An organization is like a human – it develops – proposal for analyzing organizational development based on Greiner’s model
- Stages of organizational development in Greiner’s model
- Change management instruction – guidelines for implementers on how to react and manage during different phases
Automotivation, positive attitudes, and creativity in the process of implementing and managing change
- Change starts within us – on recognizing one’s own emotions, attitudes, values, and reactions to change
- There is always another way – seeking new solutions in familiar situations
How to do it step by step – regarding the stages of change management:
- Establishing the overall organizational goal,
- The scope and scale 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 – dividing 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 outcomes
Leader, lead the way! – the role of the leader in the change process
- The leader’s role in the face of change
- Selection of tools and management styles in a change situation
- Can anyone 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 – on sudden success, failure, or external events,
- The world of imagination vs. the real world – on discrepancies between expectations and facts,
- Change process as an indicator of the need for innovation
- Sudden death or a smile from fortune? – changes that catch everyone off guard.
Effective influence by the change leader
- How to build trust and acceptance of organizational change
- Persuasion – convincing people to embrace change
- Influencing people in a change situation – the 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
