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Course Outline

What change is really about – attempts to define the concept of change

  • Definitions of change
  • What does managing change mean?
  • Why do we do this – on factors driving the need for change in organizations
  • How to approach it? - different models and approaches to change in a company

Change is driven by people – psychological aspects of change

  • Change – an opportunity or a necessity?
  • On the nonexistent terrifying dragon – fears and stereotypes regarding change
  • Let's go – preparing people for change
  • Specifics and role of communication during the implementation of change

Is it time yet – when are we ready for change?

  • Is it really already ????? – internal and external causes of change
  • Perhaps better not… – different types of resistance to change, recognizing them, and ways to overcome them
  • When we fear prematurely – Albee and his model of understanding and reducing stress
  • Pros and cons – when we react positively to change and when negatively

Organizations are like people – they evolve – a proposal for analyzing organizational development using Greiner's model

  • Stages of organizational development in Greiner's model
  • Change management guide – recommendations for those implementing change on how to react and manage across different phases

Self-motivation, positive mindset, and creativity in the process of implementing and managing change

  • Change starts within us – recognizing one's own emotions, attitudes, and reactions to change
  • There's always another way – seeking new solutions in familiar situations

How to do it step by step – the stages of change management:

  • Defining the overall organizational goal,
  • Scale and impact of the change,
  • Change and corporate culture,
  • Warning signs – the need to identify critical constraints.

Building a change project, including:

  • Step by step – breaking down into phases,
  • Who is what – i.e., separating roles and responsibilities,
  • Things may vary – awareness of potential drops in motivation,
  • Observation and evaluation – methods for monitoring and measuring outcomes

Leader, lead the way!!! – the leader's role in the change process

  • The leader's role in the face of change
  • Selecting tools and management styles during change
  • Can everyone be a change leader? – competency profile for a change leader

Alone or in a group? – involving employees in the change process – Drucker's model.

  • What we didn't expect – regarding sudden success, failure, or external events,
  • The world of imagination vs. the real world – discrepancies between expectations and reality,
  • The change process as an indicator of the need for innovation
  • Sudden death or a smile from fortune? – changes that surprise everyone.

Effective influence by the change leader

  • How to build trust and acceptance of organizational changes
  • Persuasion – convincing people to change
  • Influencing people during change – the model by 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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