Course Outline
What It's Really About – Attempting to Define the Concept of Change
- Definitions of Change
- What Does Managing Change Mean?
- The Purpose of All This – On Factors Triggering the Need for Change in an Organization
- How to Tackle It? - Different Models for Approaching Change in a Company
Change is Made by People – Psychological Aspects of Change
- Change – Opportunity or Necessity?
- About the Non-Existent Terrible Dragon – Fear and Stereotypes Regarding Change
- We Are Going to Battle – Preparing People for Change
- The Role and Specifics of Communication in Introducing Change
Is It Time Yet? – When Are We Ready for Change?
- Are We Really Ready???? About Internal and External Reasons for Change
- Maybe It’s Better Not… On Different Types of Resistance to Change, Their Identification, and Ways to Overcome Them
- When We Fear the Future – Albee and His Model of Understanding and Reducing Stress
- Pros and Cons – When Do We Respond Positively and Negatively to Change?
The Organization is Like a Person – It Develops – Proposal for Analyzing Organizational Development According to Greiner
- Stages of Organizational Development in Greiner’s Model
- Operating Instructions for Change – Guidelines for Implementers on How to Respond and Manage in Different Phases
Self-Motivation, Positive Attitudes, and Creativity in the Process of Introducing and Managing Change
- Change Begins Within Us – On Recognizing Our Own Emotions, Attitudes, Positions, and Reactions to Change
- There’s Always Another Way – Seeking New Solutions in Familiar Situations
Step by Step – Stages of Managing Change:
- Setting the Overall Organizational Goal,
- The Scale and Impact of the Change,
- Change and Organizational Culture,
- Warning Signals – The Need to Identify Critical Constraints.
Building a Change Project:
- Step by Step - Breaking Down into Stages,
- Who’s Who – Dividing Roles and Responsibilities,
- It Might Be Different – Awareness of Possible Decline in Motivation,
- Observation and Evaluation - Methods for Monitoring and Measuring Results
Lead Us, 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 the Context of Change
- Can Everyone Be a Change Leader? – The Competency Profile of a Change Leader
Alone or as a Team? – Involving Employees in the Change Process – Drucker’s Model.
- The Unexpected – On Sudden Success, Failure, or External Events,
- The World of Imagination vs. Reality – On Discrepancies Between Expectations and Facts,
- The Change Process as an Indicator of the Need for Innovation
- Sudden Death or a Fortunate Turn? – Changes That Surprise Everyone.
Effective Influence by the Change Leader
- Building Trust and Acceptance of Organizational Changes
- Persuasion – Convincing People to Embrace Change
- Influencing People in a Change Situation – K. Barnes and R. Cialdini Model
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
