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Course Outline

What It Really Means – Attempts to Define the Concept of Change

  • Definitions of change
  • What does managing change mean?
  • Why all this – about factors triggering the need for change in organizations
  • How to grasp it? – different models and approaches to change in business

Change Is Made by People – Psychological Aspects of Change

  • Change – opportunity or necessity?
  • About the non-existent scary dragon – fear and stereotypes regarding change
  • Let's go to battle – preparing people for change
  • The specifics and role of communication during change implementation

Is It Time Yet – When Are We Ready for Change?

  • Really already ????? – internal and external causes of change
  • Maybe better not to… – 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
  • Pro and con – when we react positively to changes and when negatively

An Organization Is Like a Person – It Develops – Proposal for Analyzing Organizational Development Using Greiner’s Model

  • Stages of organizational development in Greiner’s model
  • Instruction manual for change – guidelines for implementers on how to react and manage in different phases

Self-Motivation, Positive Attitudes, and Creativity in the Change Implementation and Management Process

  • Change begins within us – recognizing our own emotions, attitudes, stances, and reactions to change
  • There is always another way – seeking new solutions in familiar situations

How to Do It Step by Step – The Stages of Change Management:

  • Establishing the overall organizational goal,
  • The scope and magnitude 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., separating functions,
  • It can vary – awareness of potential drops in motivation,
  • Observation and evaluation – methods for monitoring and measuring results

Lead, Oh Leader! – The Role of the Leader in the Change Process

  • The leader's role in the face of change
  • Selecting tools and management styles in change situations
  • Can anyone be a change leader? – 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 – sudden success, failure, or external events,
  • The world of imagination vs. the real world – discrepancies between expectations and facts,
  • The change process as an indicator of the need for innovation
  • Sudden death or a smile from fortune? – Changes that catch everyone off guard.

Effective Influence by the Change Leader

  • How to build trust and acceptance of organizational changes
  • Persuasion – convincing people to change
  • Influencing people in change situations – the models of K. Barnes and R. Cialdini

Requirements

The course is general in nature and participation in it does not require specialist knowledge

 14 Hours

Number of participants


Price per participant

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