Course Outline
What It's Really About – Attempts to Define the Concept of Change
- Definitions of change
- What does it mean to manage change?
- Why bother all this – about the factors driving the need for change in an organization
- How to get a grip on it? - different models for approaches to change in a company
Change is Made by People – Psychological Aspects of Change
- Change – an opportunity or a necessity?
- On the non-existent terrifying dragon – fear and stereotypes regarding change
- We're moving into battle – preparing people for change
- Specificity and the role of communication in situations of implementing change
Is It Time Yet – When Are We Ready for Change?
- Is it really already ????? about internal and external reasons for change
- Maybe not better… about various 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 change and when negatively
An Organization is Like a Person – It Grows – Proposal for Analyzing Organizational Development according to Greiner
- Stages of organizational development in Greiner's model
- Change instruction manual – tips for those implementing change on how to react and manage in different phases
Self-Motivation, Positive Attitudes, and Creativity in the Process of Implementing and Managing Change
- Change begins within us – about recognizing your own emotions, attitudes, stances, and reactions to change
- There's always another way – seeking new solutions in familiar situations
How to Do It Step by Step – Stages of Change Management:
- Establishing the overall organizational goal,
- The scale and magnitude of the change,
- Change and the company's organizational culture,
- Warning signals – the need to identify critical limitations.
Building the Change Project, Including:
- Step by step – breaking down into stages,
- Who is who – defining and separating functions,
- Things can vary – awareness of potential drops in motivation,
- Observation and evaluation – methods for monitoring and measuring results
Leader, Lead Us!!! – The Role of the Leader in the Change Process
- The leader's role in the face of change
- Selecting 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 – regarding 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 – convincing people to change
- Influencing people in a change situation – 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 (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