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Course Outline

What change really means – attempts to define the concept of change

  • Definitions of change
  • What does it mean to manage change?
  • Why are we doing this – about the factors triggering the need for change in the organization
  • How to tackle it? - various models and approaches to change in the company

Change is driven by people – psychological aspects of change

  • Change – an opportunity or a necessity?
  • About the non-existent terrible dragon – fears and stereotypes regarding change
  • Let’s go into battle – preparing people for change
  • Specifics and role of communication in situations of implementing change

Is it time yet – when are we ready for change?

  • Is it really time ????? about internal and external reasons for change
  • Maybe better not… about different types of resistance to change, recognizing them, and ways to overcome them
  • When we fear prematurely – 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 human – it develops – proposal for analyzing organizational development according to Greiner)

  • Stages of organizational development in Greiner's model
  • Change user guide – tips for implementers on how to react and manage in different phases

Self-motivation, positive attitude, and creativity in the process of implementing and managing change

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

How to do it step by step – i.e., the stages of change management:

  • Establishing the overall organizational goal,
  • Scale and size of the change,
  • Change and the company's organizational culture,
  • Warning signals – the need to identify critical constraints.

Building a change project, including:

  • Step by step – division into stages,
  • Who is who – i.e., division of functions,
  • It can be different – awareness of potential drops in motivation,
  • Observation and evaluation – methods of 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
  • Selection of tools and management styles in a situation of change
  • Can anyone be a change leader – the competency profile of a change leader

Alone or in a group? – about 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 – about the discrepancy between expectations and facts,
  • The change process as an indicator of the need for innovation
  • Sudden death or a flash of good fortune? – changes that surprise everyone.

Effective influence by the change leader

  • How to build trust and acceptance of organizational changes
  • Persuasion, i.e., convincing people to change
  • Influencing people in a situation of change – model by K. Barnes and R. Cialdini

Requirements

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

 14 Hours

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Price per participant

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