Course Outline
What It’s Really About – Attempts to Define the Concept of Change
- Definitions of change
- What does it mean to manage change?
- Why is this necessary – factors triggering the need for change in an organization
- How to approach it? – Different models for approaching change in a company
Change is Driven by People – Psychological Aspects of Change
- Change – opportunity or necessity?
- About the non-existent scary dragon – fear and stereotypes regarding change
- Getting to work – preparing people for change
- The specific nature and role of communication in a situation of implementing change
Is It Done? – When Are We Ready for Change?
- Is it really time? – Internal and external reasons for change
- Maybe not… – Various types of resistance to change, recognizing them, and ways to overcome them
- When we fear excessively – Albee and his model of understanding and reducing stress
- Pros and cons – When we react positively versus negatively to change
An Organization Is Like a Person – It Develops – Proposal for Organizational Development Analysis based on Greiner's Model
- Stages of organizational development in Greiner's model
- Change management manual – Guidelines for implementers on how to react and manage in individual phases
Self-motivation, Positive Attitudes, and Creativity in the Process of Implementing and Managing Change
- Change starts within us – Recognizing our own emotions, attitudes, stances, and reactions to change
- There is always another way – Finding new solutions in familiar situations
How to Do It Step by Step – About the Stages of Change Management:
- Establishing an 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 – Division into stages,
- Who does what – Allocation of roles,
- It can go differently – Awareness of potential drops in motivation,
- Observation and evaluation – Methods of monitoring and measuring results
Lead, Leader! – The Role of the Leader in the Change Process
- The role of the leader in the face of change
- Selecting tools and management styles in a change situation
- Can everyone be a change leader? – Competency profile of change leaders
Alone or in a Group? – On Involving Employees in the Change Process – Drucker's Model.
- What we didn't expect – About sudden success, failure, or external events,
- The world of imagination vs. the real world – On the mismatch between expectations and facts,
- The change process as an indicator of the need for innovation
- Sudden death or the smile of fortune? – Changes that surprise everyone.
Effective Influence Exerted by the Change Leader
- How to build trust and acceptance of organizational changes
- Persuasion – Convincing people to change
- Influencing people in a change situation – The model 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
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
