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 purpose of all this – Factors triggering the need for change in organizations
- How to grasp it? – Different models and approaches to change in business
Change is made by people – Psychological aspects of change
- Change – An opportunity or a necessity?
- On the non-existent terrifying dragon – Fear and stereotypes regarding change
- Moving into battle – Preparing people for change
- Specificity and role of communication in situations of implementing change
Is it already time – When are we ready for change?
- Is it really already ????? On internal and external reasons for change
- Maybe better not… – Various types of resistance to change, recognizing them, and ways to overcome them
- When we fear unnecessarily – 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 operation manual – Guidelines for implementers on how to react and manage in different phases
Self-motivation, positive attitude, and creativity in the process of implementing and managing change
- Change starts with us – Recognizing our own emotions, attitudes, mindsets, and reactions to change
- There's always another way – Seeking new solutions in familiar situations
How to do it step by step – Stages of change management:
- Establishing the overall organizational goal,
- Magnitude and scope of the change,
- Change and corporate culture,
- Warning signals – Identifying critical constraints.
Building a change project, including:
- Step by step – Division into stages,
- Who is who – Separation of roles and functions,
- It can vary differently – Awareness of potential drops in motivation,
- Observation and evaluation – Methods for monitoring and measuring results
Leader, lead us!!! – The role of the leader in the change process
- The leader's role in the face of change
- Selection of tools and management styles in change situations
- Can anyone 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 – About sudden success, failure, or external events,
- The world of imagination vs. the real world – Discrepancies between expectations and facts,
- Change process as an indicator of the need for innovation
- Sudden death or a stroke of luck? – Changes that surprise everyone.
Effective influence by the change leader
- How to build trust and acceptance for organizational changes
- Persuasion – Convincing people to change
- Influencing people in change situations – Models 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
