Course Outline
What it's really about – attempts to define the concept of change
- Definitions of change
- What does managing change mean?
- Why is this necessary – on the factors triggering the need for change in an organization
- How to approach it? – various models for approaching change in a company
People make the change – psychological aspects of change
- Change – an opportunity or a necessity?
- On the non-existent scary dragon – fear and stereotypes regarding change
- Let’s get to work – preparing people for change
- Specifics and role of communication when introducing change
Is it time yet – when are we ready for change?
- Is it really time? – on internal and external reasons for change
- Maybe not… – on different types of resistance to change, identifying them, and ways to overcome them
- When we fear excessively – Albee and his model for understanding and reducing stress
- Pros and cons – when we react positively to change and when negatively
An organization is like a person – it develops – proposal for analyzing organizational development according to Greiner)
- Stages of organizational development in Greiner’s model
- Change manual – guidelines for those implementing change on how to react and manage in each phase
Self-motivation, positive attitude, and creativity in the process of implementing and managing change
- Change begins with us – on recognizing our own emotions, attitudes, stances, and reactions to change
- There’s always another way – finding new solutions in familiar situations
How to do it step by step – i.e., on the stages of change management:
- Establishing a general organizational goal,
- The weight and scale of the change,
- Change and the company’s organizational culture,
- Warning signs – the need to identify critical limitations.
Building a change project, including:
- Step by step – division into stages,
- Who is who – i.e., allocation of functions,
- Things can go differently – awareness of a potential drop in motivation,
- Observation and evaluation – methods of monitoring and measuring results
Lead on! – the role of the leader in the change process
- The role of the leader 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 change leaders
Alone or in a group? – on involving employees in the change process – Drucker’s model.
- What we didn’t expect – on sudden successes, failures, 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 a smile of fortune? – changes that surprise everyone.
Effective influence exerted by the change leader
- How to build trust and acceptance of organizational changes
- Persuasion, i.e., 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 (3)
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
SMART Goal session was the most enjoyable part of the training that helped me manage my time properly. it helps me set my goal clearer and i could really see that setting SMART Goal can relate to almost everything such as Finance, Social Life, Career and Personal Growth.
