“People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences feelings.” John Kotter (2005)
For organizational change to be truly effective and beneficial, it is crucial to have the support and buy-in of the staff where the change is to be implemented. This may appear to be an obvious statement and all too often the impact of change on the people of the organization is ignored. Understanding and leading people through change and the different ways people respond to organizational change, what they require to accept, support and sustainably manage change and the particular strengths and weaknesses they may bring to the current organizational environment is commonly overlooked. It will therefore come as no surprise that it is the employees who are identified as the primary reason why organizational change programs do not achieve the desired outcome.
Key competences and skills
- Change drivers
- Communication skills
- Change blockers and levers
- Self awareness
- Conflict management
Key learning outcomes
This course is about successfully leading others through the constant change we all face: mergers, layoffs, reduced capacity, restructurings, new business, and different ways of facing and doing business. The course is designed not to focus on the change itself, rather the transitional and psychological shifts that are about the people in the change.
- Identify a change process that works from initiating to implementing and follow-up.
- Recognize and manage the varying responses to change in your staff.
- Learn how to deal with change personally.
Explore ways to support staff through a change process by focusing on:
- Understanding the relevance of change.
- Personal resources and the changes from our lives.
- Change models.
- Common reactions to change.
- The change management curve.
- Communicating effectively in change: active Listening, rapport techniques for optimum communication (warm-up and exercise).
- Coaching people through change.
- Giving and getting feedforward.
- Success criteria for successful change programs.
- Change blockers: conflict (Thomas Kilman).
- Presenting a vision for change.