Change is an inevitable part of organizational life
And if you have any leadership role, you’ll soon be called upon to help lead it.
But, we often fear change. This leads to resistance.
So, managing and leading change is a challenging role. It will take you outside of your comfort zone and beyond your existing management and supervision tool-set.
But change is predictable
You can anticipate how people will respond, and what you need to do to engage them positively. You can plan, prepare, and handle the resistance that will certainly come.
To do that, you need practical tools and models
And this course will give you them.
More than that, you’ll learn:
- how the need for change arises,
- how to communicate it, and
- the way to lead people through it.
Here are the main topics you’ll cover:
- The Cycle of Change
- Barriers to Change
- The first reason why people resist change
- Tools for change leaders
- Stakeholder analysis
- How people respond to change: the change curve
- The impact of change on operational performance: the Satir Curve
- The three phases of a change program: the Lewin Model
- The Onion Model of resistance to change
- How to win over resisters
Ongoing Project: Change Management Case Study
Throughout the course, you will have short exercises to do, that use the skills we’ll cover. They are based on a real organizational change project. Other students and your tutor will support you, endorse your successes, and help you with your questions.
The only prior experience you need is working life. But, if you have management or project management experience, you’ll find it even easier!
Your tutor is Dr. Mike Clayton. As a senior project, program and change manager at international consulting firm, Deloitte, Mike led large and complex change projects for his clients.
Now, as a trainer and facilitator, he has been applying what he learned and teaching it to others. This course represents 15 years’ experience of what tools students find most helpful, and 25 years experience in business, managing change, large and small.
What Will I Learn?
- Convince people about the need for change
- Evaluate how people feel about the changes
- Paint a compelling picture of the future
- Anticipate how people will respond to change
- Anticipate the impact of change on operational performance
- Plan effective project communications
- Handle resistance to change effectively, to win over resisters
Who is the target audience?
- Supervisors, Managers and leaders at all levels, who need to lead change in their organization
- Team members who are experiencing change and want to understand what’s going on.
- You should have some experience of organizational life
- Experience in management and leadership – at a supervisory level or higher – will be a great help
- Experience of project working will be a great help
|Introduction: Change at Work|
|The Cycle of Change||00:04:00|
|Sources of and Barriers to Change||00:05:00|
|Step 1: Demonstrate the Need for Change|
|The First Layer of Resistance to Change||00:02:00|
|Demonstrating the Need for Change: Applying Leverage||00:05:00|
|What if they Still don’t Accept the Need for Change? Pattern Interrupt||00:05:00|
|Tools for Change Leaders: Mad-Sad-Glad Exercise||00:04:00|
|Tools for Change Leaders: Perceptual Positions||00:06:00|
|Step 2: Create a Compelling Future|
|Fear and Desire as Motivators for Change||00:02:00|
|A Compelling Future||00:04:00|
|Tools for Change Leaders: Stakeholder Triage||00:06:00|
|Tools for Change Leaders: Stakeholder Analysis||00:03:00|
|Step 3: Expect an Argument|
|Response to Change: Introduction||00:03:00|
|The Change Curve||00:05:00|
|The Impact of Change on Operational Performance||00:04:00|
|The Three Phases of a Change Program||00:05:00|
|How to Communicate Well||00:05:00|
|Tools for Change Leaders: Communication Plan||00:04:00|
|Tools for Change Leaders: Progression Plan||00:04:00|
|Resistance to Change||00:05:00|
|The Inner Layers of the Onion||00:07:00|
|Engage with the Resistance||00:05:00|
|Win over Your Resisters (Part 1)||00:04:00|
|Win over Your Resisters (Part 2)||00:04:00|
|Steps 4, 5 & 6: Leading the Change|
|It’s a Project||00:03:00|
|99 per cent Perspiration||00:03:00|
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