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Management & Leadership Training

Management & Leadership

Change Management

Duration
2 day

Getting buy-in, when the only constant is change.

Change happens - from small shifts to large cultural upheavals - and few like it. By understanding change management, your key people can manage and support their teams through the transition process.

This course introduces a range of change management principles and techniques, including planning and implementation. It asks participants, based on their own experiences, to consider the human aspect, the pace and impact of change, and issues around whether it is voluntary or imposed. Participants can then move toward change in the most positive way.
 

Course Objectives

The returning participants will benefit your organisation by:

  • Appreciating the planning, delivery and managment issues of change
  • Identifying types of change, recognising barriers and developing strategies to overcome them
  • Using tools, techniques and models to understand, introduce and monitor change interventions
  • Developing empathy with staff going through change
  • Creating action plans to improve their ongoing change performance as initiators or managers of change
  • Implementing change whilst experiencing it themselves

Course Agenda

DAY 1

Session One - Introduction - The "Changing Face of Your Organisation".

The course is introduced by the facilitator who emphasises the need for individuals to be prepared to alter their behaviours and to support each other in identifying key development areas. The session introduces:

  • Course objectives
  • Course outline
  • Domestics
  • Individuals and their expectations
  • How people learn and thus change their behaviour

There is a brief exchange of change experiences to identify the current level of awareness within the group. Participants present details of changes - past, present and future - within their organisation using the tool of Mindmapping/Rich Picture. This leads to a discussion on the importance, inevitability and desirability of change for a modern organisation.

Session Two - What's Change

For many of us, we mentally arrive at the conclusion that change is healthy for growth in our organisations, well before we arrive at that conclusion emotionally.

In this session we explore:

  • What causes change
  • Key strategies to manage change
  • Cost/benefit analysis of introducing change

In a later session we consider the emotional reaction to change.

Session Three - Observable Behaviours During Change

Participants observe and learn how to manage behavioural characteristics displayed in change scenarios, both by individuals and in working relationships. They link acceptance of or resistance to change to an individual’s self-motivation. Participants review their own behaviour in a changing environment.

The output of the session is to establish the behavioural skills required of a change manager.

Session Four - Change Focus

As a manager, one has to decide how to communicate change in order to achieve the desired performance results for the organisation. In this session participants will assess their own and others’ social styles and identifying what needs to change to enable them then to communicate and facilitate change implementation strategy. Taking this approach will allow the manager to focus attention on creating appropriate communications and energy for change within their employees.

Session Five - Motivation and Challenging Beliefs

People do things for their own reasons, and change scenarios are no different to this. The skilled leader will recognise that the best way to influence change is to know your people well and their motivations.

In this session, participants review:

  • the motivational theories of Maslow and Herzberg
  • the DILTs influence model of NLP

In the light of those, managers can learn how to “sell” change to their teams. Participants discuss how to recognise at what level the change will challenge and motivate each individual.

Change is also an opportunity for individual development and understanding and using this together with the other motivational elements can create a positive change culture within a team.

DAY 2

Session Six - Creative Responses

Change often put managers into situations in which they have no experience on which to fall back. In this session participants learn how to use intuitive, lateral and linear thinking. The session will introduce a range of tools, such as:

  • Force field analysis
  • SCAMPER
  • Attribute listing
  • Fishbone
  • Brainstorming
  • De Bono 6 Thinking Hats

By using one of more of these participants will be able to analyse the forces for and against change and address sensitive or difficult issues creatively, achieving buy-in from others.

Session Seven - Interpersonal Change Management

This interpersonal change management model provides a 6 step approach. At this point in the course, it brings together all the elements covered so far, and enables participants to conduct a review of learning.

Its six stages are:

  • Change management approach to be adopted
  • Clarifying the specific elements to be changed
  • Looking at the big picture
  • Stakeholders
  • Understanding the people involved
  • Communicating the change

Participants consider a couple of changes in their workplace that they are currently implementing, in order to bring this model to life.

Session Seven - Interpersonal Change Management

This interpersonal change management model provides a 6 step approach. At this point in the course, it brings together all the elements covered so far, and enables participants to conduct a review of learning. Its six stages are:

  • Change management approach to be adopted
  • Clarifying the specific elements to be changed
  • Looking at the big picture
  • Stakeholders
  • Understanding the people involved
  • Communicating the change

Participants consider a couple of changes in their workplace that they are currently implementing, in order to bring this model to life.

Session Eight - Monitoring and Evaluating

Participants explore how to monitor changes, identify successes and what elements to consider if issues arise.

Session Nine - Case Study

This session is an opportunity for participants to experience a change scenario, review the actions and issues for themselves. They will also be challenged to come up with a process for change which they can adapt for their own organisations and situations.

Session Ten - My Changing World

Participants are encouraged to create a change scenario for themselves at work, including specific action points. These are shared with other participants, to create viable action plans in the context of their own organisational realities. The plans are analysed by the group and feedback given to supplement the original plans. The GROW model for coaching will be used to help facilitate this process.

Session Eleven - Review, Action Plan and Close

Participants review what they have learnt during the two days of the course and examine their learning against their initial expectations and behavioural mindsets.They conclude by creating an Action Plan that prepares them for using their newly acquired knowledge and skills within the work environment.


Knowledge Level

Designed for: Project and departmental managers and leaders, who initiate and manage change processes, needing to develop their implementation
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  • In-house Training

Run this course in house and tailored to your requirements.

Call +44 (0) 500 734 734 or enquire online.

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