Course Outline
What Change Is Really About – Attempts to Define the Concept of Change
- Definitions of change
- What does it mean to manage change?
- What’s the Point – Factors Triggering the Need for Change in an Organization
- How to Approach It? – Different Models and Approaches to Change in a Company
Change is Made by People – Psychological Aspects of Change
- Change – Opportunity or Necessity?
- About the Non-Existent Fearsome Dragon – Fears and Stereotypes Regarding Change
- Let’s Get Ready to Fight – Preparing People for Change
- Specifics and Role of Communication in Situations Involving Change Implementation
Is It Time Yet? – When Are We Ready for Change?
- Really Time for Change???? – Internal and External Reasons for Change
- Maybe Not Yet… – Different Types of Resistance to Change, Identifying Them, and Overcoming Them
- When We Fear in Advance – Albee’s Model of Understanding and Reducing Stress
- Pros and Cons – When We React Positively vs. Negatively to Change
An Organization is Like a Human Being – It Grows – Proposal for Organizational Development Analysis (Greiner’s Model)
- Stages of Organizational Development in Greiner’s Model
- Change Management Instructions – Guidance 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 with Us – Recognizing Our Own Emotions, Attitudes, Postures, and Reactions to Change
- There’s Always Another Way – Finding New Solutions in Familiar Situations
How to Do It Step by Step – The Stages of Change Management:
- Setting the Overall Organizational Goal,
- Scale and Magnitude of the Change,
- Change and the Company’s Organizational Culture,
- Warning Signals – Need to Identify Critical Constraints.
Building a Change Project, Including:
- Step by Step – Dividing into Phases,
- Who is Who – Clarifying Roles and Responsibilities,
- It Can Vary – Awareness of Potential Decline 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 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,
- The World of Imagination vs. The Real World – Discrepancies Between Expectations and Reality,
- 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 Embrace Change
- Influencing People in Situations of 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
