Course Outline
What Change is Really About – Attempts to Define the Concept of Change
- Definitions of change
- What does it mean to manage change?
- Why all this – on factors driving the need for change in the organization
- How to tackle it? - different models and approaches to change in the company
Change is Made by People – Psychological Aspects of Change
- Change – an opportunity or a necessity?
- About the nonexistent terrible dragon – fear and stereotypes regarding change
- Let's go to battle – preparing people for change
- Specifics and the role of communication in a situation of implementing change
Is It Time Yet – When Are We Ready for Change?
- Really already ????? about internal and external reasons for change
- Maybe better not… about different types of resistance to change, recognizing them, and ways to overcome them
- When we fear unnecessarily – Albee and his model for understanding and reducing stress
- Pros and cons – when we react positively to changes and when negatively
An Organization is Like a Human – It Grows – Proposal for Organizational Development Analysis (Greiner's Model)
- Stages of organizational development in Greiner's model
- Change operation manual – guidelines for implementers on how to react and manage in different phases
Automotivation, Positive Attitudes, and Creativity in the Process of Implementing and Managing Change
- Change starts with us – recognizing our own emotions, attitudes, positions, and reactions to change
- There is always another way – seeking new solutions in familiar situations
How to Do It Step by Step – i.e., Stages of Change Management:
- Establishing the general organizational goal,
- Scale and size of the change,
- Change and the company's organizational culture,
- Warning signs – 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 be different – awareness of potential drop in motivation,
- Observation and evaluation – methods for monitoring and measuring results
Leader, Lead !!! – 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 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 from fortune? - changes that surprise everyone.
Effective Influence by the Change Leader
- How to build trust and acceptance of organizational changes
- Persuasion, i.e., convincing people to change
- Influencing people in a change situation – K. Barnes and R. Cialdini's model
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.
