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.
