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 is this necessary – about the factors triggering the need for change in the organization
- How to grasp it? - various models of approaches to change in the company
People make change – psychological aspects of change
- Change – a chance or a necessity?
- About the non-existent scary dragon – fear and stereotypes regarding change
- Let's get to work – preparing people for change
- Specifics and role of communication in the situation of implementing change
Is it already time – when are we ready for change?
- Is it really already ????? about internal and external reasons for change
- Maybe better not... about different types of resistance to change, recognizing them, and overcoming them
- When we fear prematurely – Albee and his model for understanding and reducing stress
- Pros and cons – when we react positively to change and when negatively
An organization is like a person – it develops – a proposal for analyzing organizational development based on Greiner's model)
- Stages of organizational development in Greiner's model
- Change management instruction – guidance for implementers on how to react and manage in different phases
Self-motivation, positive mindset, 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
- There's always another way – looking for new solutions in known situations
How to do it step by step – i.e., the stages of managing change:
- Establishing the general organizational goal,
- Significance and scale of the change,
- Change and the company's organizational culture,
- Warning signals – the need to identify critical limitations.
Building a change project, including:
- Step by step – division into stages,
- Who is who – i.e., separation of functions,
- It can be different – awareness of potential drops in motivation,
- Observation and evaluation – methods for monitoring and measuring results
Lead us, O Leader!!! 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 situations of change
- Can everyone be a change leader – the competency profile of a change leader
Alone or in a group? – 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 discrepancy between expectations and facts,
- The change process as an indicator of the need for innovation
- Sudden death or a smile of fortune? – changes that surprise everyone.
Effective influencing by the change leader
- How to build trust and acceptance of organizational changes
- Persuasion – convincing people to change
- Influencing people in the situation of change – the model 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
the exercises and the way the trainer was explaining
Sorana Haiduc - Ness
Course - Stress Management and Prevention
1. Methodology 2. Its structure and usability 3. Real, practical examples and excercises
