Course Outline
What it is really about – attempts to define the concept of change
- Definitions of change
- What does it mean to manage change?
- Why do we do all this – about the factors triggering the need for change in an organization
- How to grasp it? – different models and 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 – fears and stereotypes regarding change
- Let's get into the fight – preparing people for change
- Specifics and the role of communication in change situations
Is it already – when are we ready for change?
- Truly already ????? about internal and external causes of change
- Maybe better not… about 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
An organization is like a human – it develops – a proposal for analyzing organizational development according to Greiner
- Stages of organizational development in Greiner's model
- Instructions for managing change – guidelines for implementers on how to react and manage in various phases
Automotivation, positive attitudes, and creativity in the process of implementing and managing change
- Change starts with us – about recognizing our own emotions, attitudes, positions, and reactions to change
- It can always be done differently – seeking new solutions in familiar situations
How to do it step by step – the stages of change management:
- Establishing the overall organizational goal,
- The weight and size of the change,
- Change and the company's organizational culture,
- Warning signals – the need to identify critical constraints.
Building a change project including:
- Step by step – division into stages,
- Who is who – i.e., separating functions,
- It can vary differently – awareness of potential 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 leader's role in the face of change
- Selection of tools and management styles in a change situation
- Can anyone 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 mismatch between expectations and facts,
- The change process as an indicator of the need for innovation
- Sudden death or smile of fortune? – changes that surprise everyone.
Effective influence exerted by the change leader
- How to build trust and acceptance of organizational changes
- Persuasion – convincing people to change
- Exerting influence on people in a change situation – the models of 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