Course Outline
What Change Is Really About – Attempts to Define the Concept
- Definitions of change
- What does it mean to manage change?
- Why do we do this – factors driving the need for change in an organization
- How to grasp it? – different models and approaches to change in business
Change Is Made by People – Psychological Aspects of Change
- Change – an opportunity or a necessity?
- About the non-existent scary dragon – fears and stereotypes regarding change
- Getting ready for battle – preparing people for change
- Specifics and the role of communication in the context of implementing change
Is It Already Time? – When Are We Ready for Change?
- Really now ????? – internal and external causes of change
- Maybe better not… – different types of resistance to change, recognizing them, and overcoming them
- When we fear prematurely – Albee’s model for understanding and reducing stress
- Pro and con – when we react positively to change and when negatively
An Organization Is Like a Human – It Grows – Proposing an Analysis of Organizational Development Based on Greiner’s Model
- Stages of organizational development in Greiner’s model
- Change manual – 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 – recognizing our own emotions, attitudes, mindsets, 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:
- Defining the overall organizational goal,
- The weight 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 – breaking it down into stages,
- Who is who – clarifying roles and responsibilities,
- It can vary differently – awareness of potential motivation drops,
- Observation and evaluation – methods for monitoring and measuring results
Leader, Lead!!! – The Role of the Leader in the Change Process
- The leader's role in the face of change
- Selecting tools and management styles in a changing situation
- 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
- What we didn't expect – sudden success, failure, or external events,
- The world of imagination vs. the real world – discrepancies 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.
Effective Influence by the Change Leader
- How to build trust and acceptance of organizational changes
- Persuasion – convincing people to change
- Influencing people in a changing situation – 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
