Change Management

Description

• The next decade will bring fundamental changes to our working world. The agenda has shifted from cautious, slow, and risk-averse processes to brave, fast, and risk-tolerant ones. To adapt, leaders need new skills and attitudes. Change leaders require a disciplined but flexible methodology to help their organisations cut through the traditional bureaucratic restraints that strangle innovation. 

  Change should happen in collaboration with people, not to them. Our Change Management course creates change leaders who can work at every level of their organisation to embrace innovation and risk, eliminate checks and balances and avoid the status quo trap.  This course is structured to help you answer essential questions for positive change to occur in your organisation: 

  • Why are we doing this? 

  • Why should our people care about it? 

  • How will this change affect our people? 

  • How can we build trust, engagement, and ownership of this change? 

  • How do we communicate this change meaningfully with our people?

Day One

Introduction to change management 

• History of change management models. 

• Introduction to the key and most widely used change frameworks (e.g. PROSCI and Kotter). 

The benefits and pitfalls of the ADKAR change management model 

ADKAR was developed by the founder of PROSCI organisational change methodology. ADKAR, an individual change method, and its meaning and use will be explained in this session.  

Applying John Kotter’s change management model, focusing on four elements in depth 

In 1996, John Kotter from Harvard developed an eight-step change management method which is widely used in organisations around the world.  

• What makes the Kotter model so successful? 

• How do you apply it? 

Exploring the change management system in three dimensions: 

• Why must I change? 

• How do I support our people to change?    

• What is resistance? And how do I deal with it? 

Day Two

Examining the application of these models and their impact on levels of trust and engagement in frontline people 

• What do we do when leading a change process that either creates or degrades trust? 

• How do we build consistency?  

Communicating effectively to align your organisation through the change process 

• What are the key attributes of successful change communications? 

• Who should communicate, why and when?  

• Key tips for successful communication.