The Challenge of Change Management Training

The Challenge of Change Management Course.

Organizations are continuously changing – those that do not plan for change and do not manage it strategically fall behind. It is almost certain that every employee in every organization will be affected by a change initiative and almost certain that every manager will be an active player in a change process at some time. Change is everybody’s responsibility and knowing how to plan for and implement change is a critical skill for every modern manager.

This course is about identifying the need for change, assessing change options, planning for change and then implementing and managing change process through to successful outcomes. Important sub- topics we cover include: overcoming resistance to change; diagnosing organizational problems; being a change leader and equipping employees to work in changed environments.

The course includes some important theoretical frameworks for change but is mostly about practice. Case studies from leading organizations such as Xerox, IBM and the BBC are examined to help students identify ‘real-life’ applications of the material covered. The course is case study based.

Learning Outcomes.

• Describe in general terms a number of change management theories and how they might apply in practice.
• Articulate what change management is and why it is important in the contemporary business environment.
• Discriminate between different types of change process for different purposes and outcomes.
• Explain how to effectively manage the human aspects of change such as employee 
engagement in the change process and how to reduce employee resistance to change.
• Highlight particular external issues impacting on a businesses’ need to change.
• Identify the steps in putting together an effective change management plan.
• Apply critical thinking and problem solving skills to the analysis and resolution of change problems as presented in case studies.

      Key Modules

• Introduction to change concepts
• Understanding behavior change challenges
• Ego defenses and creating change
• Dutchman’s 3R Change Model
• Strategic renewal: incremental and transformational
• Effecting change at Grand Union
• Employee behavior
• Triggers for change
• Kurt Lewin and organizational change
• Organizational development and effectiveness
• Resistance to change
• Organizational diagnosis
• Organizational dialogue and organizational silence
• Communicating change to stakeholders
• Communications strategy and measures of justice
• Communicating bad news to stakeholders
• Managing personal transitions
• The Social Readjustment Ratings Scale
• Change Transition Model
• Stages of psychological reaction to change
• Facilitating employee change transitions
• 5 change intervention styles
• Effective helping behaviors
• Orbit Newspapers case review
• Economic and OD transformation strategies
• Change at the BBC
• Beer’s combined OD/Economic strategy
• Overcoming executive resistance to OD change strategies
• Planning for change implementation
• Appointing a transition manager
• Identifying what must be done
• Develop an implementation plan
• Using multiple leverage points to effect change
• Scheduling change activities
• Rewarding transition behaviors
• Developing feedback mechanisms
• Chronological theory of change intervention approaches
• Issue-focused approach to change intervention
• Human Resource and Human Process interventions
• Techno structural and Economic interventions
• Selecting appropriate interventions
• Time and efficacy constraints on change interventions
• Intra and Inter organizational learning barriers
• Action Research at Google and Xerox
• Appreciative Inquiry
• Business Process Reengineering
• Sustainability: making change last
• Force Field Theory and helping change stick
• 10 barriers and 10 solutions to sustainability
• Spreading change across the organization
• Putting it all together: Case review

Way forward after the Training

The delegates, through the help of facilitators will develop work plans. It is expected that the delegates will apply all skills acquired during the training in their work place. ASPM will monitor implementation progress after the training.

Training Evaluation:

Participants will undertake a simple exercise before the training and after the training in-order to monitor knowledge gained through the training.