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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

 14 Hours

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Price per participant

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