Course Outline
What is it really about – attempts to define the concept of change
- Definitions of change
- What does managing change mean?
- Why do it all – about factors triggering the need for organizational change
- How to approach it? – various models of approaches to change in a company
Change is made by people – psychological aspects of change
- Change – an opportunity or a necessity?
- About the non-existent scary dragon – fear and stereotypes regarding change
- Getting into the fight – preparing people for change
- The specificity and role of communication in implementing change
Is it time – when are we ready for change?
- Really already ????? about internal and external reasons for change
- Maybe better not… about different types of resistance to change, recognizing them, and how to overcome them
- When we fear the future – Albee and his model for understanding and reducing stress
- Pro and contra – when we react positively to change and when negatively
An organization is like a human – it develops – proposal for analyzing organizational development according to Greiner
- Stages of organizational development in Greiner's model
- Instructions for managing change – 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 – about recognizing one's own emotions, attitudes, positions, and reactions to change
- There's always another way – seeking new solutions in familiar situations
How to do it step by step – i.e., the stages of change management:
- Establishing the overall organizational goal,
- The weight and scale of the change,
- Change and corporate culture,
- Warning signals – the need to identify critical constraints.
Building a change project including:
- Step by step – division into stages,
- Who is who – i.e., separating functions,
- It can be done differently – awareness of potential drop in motivation,
- Observation and evaluation – methods for monitoring and measuring results
Leader, lead!!! – the role of a 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 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 – about unexpected success, failure, or external events,
- The world of imagination and the real world – about the discrepancy between expectations and facts,
- The change process as an indicator of the need for innovation
- Sudden death or a smile of fortune? – changes that surprise everyone.
Effective influence by a change leader
- How to build trust and acceptance of organizational changes
- Persuasion – convincing people to change
- Influencing people in a change situation – the 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