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
Testimonials (3)
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
the exercises and the way the trainer was explaining
Sorana Haiduc - Ness
Course - Stress Management and Prevention
SMART Goal session was the most enjoyable part of the training that helped me manage my time properly. it helps me set my goal clearer and i could really see that setting SMART Goal can relate to almost everything such as Finance, Social Life, Career and Personal Growth.
