Course Outline
What it's really about – attempts to define the concept of change
- Definitions of change
- What does it mean to manage change?
- What is the point – about factors triggering the need for change in an organization
- How to tackle 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
- We go into battle – preparing people for change
- Specifics and the role of communication in the situation of implementing change
Is it already – when are we ready for change?
- Is it really already ????? about internal and external reasons for change
- Maybe better not… about different types of resistance to change, recognizing them, and ways to overcome them
- When we fear unnecessarily – Albee and his model of understanding and reducing stress
- Pros and cons – when we react positively to change and when negatively
An organization is like a person – it develops – a proposal for organizational development analysis according to Greiner
- Stages of organizational development in Greiner's model
- Instruction manual for 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 with us – about recognizing one's own emotions, attitudes, positions, and reactions to change
- There's always another way – looking for new solutions in known situations
How to do it step by step – that is, about the stages of change management:
- Establishing the overall organizational goal,
- The weight and scope of the change,
- Change and the corporate culture of the company,
- Warning signs – the need to identify critical limitations.
Building a change project including:
- Step by step – division into stages,
- Who is who – i.e., separation of functions,
- It can be different – awareness of possible drops 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 role of the leader in the face of change
- Selection of tools and management styles in the situation of change
- Can everyone be a change leader – the competency profile of a change leader
Alone or in a group? – about 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 – 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 the change leader
- How to build trust and acceptance of organizational changes
- Persuasion, i.e., convincing people to change
- Influencing people in a situation of change – 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