Course Outline
What Change Really Means – Attempts to Define the Concept of Change
- Definitions of Change
- What Does It Mean to Manage Change?
- Why Do We Do This? – Factors Driving the Need for Change in Organizations
- How to Approach It? – Different Models of Change Management in Companies
People Drive Change – Psychological Aspects of Change
- Change: An Opportunity or a Necessity?
- The Non-Existent Scary Dragon – Fears and Stereotypes About Change
- Ready for Battle – Preparing People for Change
- The Specifics and Role of Communication During Change Implementation
Are We There Yet? – Recognizing When We Are Ready for Change
- Really Ready? – Internal and External Reasons for Change
- Maybe Not... – Different Types of Resistance to Change, How to Identify and Overcome Them
- When Fear is Exaggerated – Albee's Model for Understanding and Reducing Stress
- Pros and Cons – When We Respond Positively or Negatively to Change
An Organization is Like a Person – It Grows – A Proposal for Analyzing Organizational Development Using Greiner's Model
- Stages of Organizational Development in Greiner's Model
- Operating Instructions for Change – Guidelines for Leaders on How to React and Manage During Each Phase
Self-Motivation, Positive Attitudes, and Creativity in the Process of Implementing and Managing Change
- Change Starts Within Us – Recognizing Our Own Emotions, Attitudes, Behaviors, 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 Change Management:
- Establishing the Overall Organizational Goal,
- The Weight and Scale of Change,
- Change and the Company's Organizational Culture,
- Warning Signs – The Need to Identify Critical Constraints.
Building the Change Project, Including:
- Step by Step – Breaking Down into Phases,
- Who Does What – Assigning Roles and Responsibilities,
- It Could Go Either Way – Awareness of Potential Drops in Motivation,
- Observation and Evaluation – Methods for Monitoring and Measuring Results
Leader, Lead the Way!!! – The Role of the Leader in the Change Process
- The Leader's Role in the Face of Change
- Selecting Appropriate Tools and Management Styles During Change
- Can Everyone Be a Change Leader? – The Competency Profile of a Change Leader
Alone or in a Group? – Involving Employees in the Change Process – Drucker's Model.
- The Unexpected – Sudden Success, Failure, or External Events,
- The World of Imagination vs. the Real World – The Gap Between Expectations and Facts,
- The Change Process as an Indicator of the Need for Innovation
- Sudden Death or a Stroke of Fortune? – Changes That Surprise Everyone.
Effectively Influencing People as a Change Leader
- How to Build Trust and Acceptance for Organizational Changes
- Persuasion – Convincing People to Embrace Change
- Influencing People During Change – The Models of 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
the exercises and the way the trainer was explaining
Sorana Haiduc - Ness
Course - Stress Management and Prevention
1. Methodology 2. Its structure and usability 3. Real, practical examples and excercises
