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Change Management CourseOpen Change Management Course(Click here for Tailored Change Management Training)This one-day course is suitable for anyone facing change in the workplace, whether initiating it or managing other people through change. Change Management is run by The course is designed to help you understand and engage with the process of change in a positive and empowering way and offers practical tools to make potentially difficult situations easier for everyone involved. It will help you become an agent for change with the skills and insight to facilitate and role model the behaviours needed to ensure the changes in your company are successful. Change Management Course Objectives*Understanding of the impact of change*Supporting and preparing for impending changes *Managing others through changes in your workplace *Getting buy-in; dealing with resistance *Avoiding the 'tyranny of positivity' *Moving your organisation through change to success *Becoming an 'agent for change' *Building and maintaining good working relationships *Getting more creative with change solutions *Gaining increased confidence and motivation Change Management Course ProgrammeChange OverviewWe open with a discussion of the different types of change and the effects change may have on different people. Change Quadrant - Impact on Self Here participants begin to analyse their own reactions to change and look at the effects of change on others. Reality Check Delegates have an opportunity to review the changes that are happening in their organisation and how they currently leave them feeling Depressed? Overwhelmed? Angry? Excited? Furious? Impotent? Relieved? Change Management Triangle - Impact on YOUR Business Discussion about what happens when any organisation undergoes big changes Struggle occurs when the following aren't addressed: * Attitudes to imposed change * Emotional fallout * People's concerns, cynicism, difficulties * 'Reverse perverse' Change Transition Curve The Change Transition curve identifies the stages people go through when any unexpected change happens to them. Denial - Anger - Bargaining - Depression - Resignation - Acceptance - Openness - Re-emergence Where are you on the curve? Where are your team members? Wherever anyone is on the curve, however much you might want them to be somewhere else, is the current reality. What we are interested in is how to move things forward, rather than people staying stuck in negative or unhelpful patterns. It's Different Over There The notion that we all see the world differently appears, at first, blindingly obvious, but even though we know this intellectually, we can still experience complete and utter surprise when people behave in ways that reflects their view of the world. We will look at how everyone has a different reaction to imposed change, and how to work with managing the difference rather than wishing it would go away. Let them have their cake! The final visual from the previous exercise is used to illustrate an effective and very useful change management in others technique Victim Spiral An exercise that looks at techniques for change management for others and assists in neutralising pockets of negativity Patterns One of the reasons why change management is so difficult is because we are pattern making machines. Without even trying, we start to set a pattern. The Uncertainty Exercise A brief exercise which gives a clear insight into delegates reactions during change and what others do. The purpose here is to (1) demonstrate quite quickly that people will have strong feeling when faced with uncertainty and (2) they will always fall into their knee jerk patterns of behaviour (this is not a judgement as to whether those knee jerk reactions are right or wrong, rather that they will usually tend to happen when people are facing something unknown) Active vs Passive Choosing Here we ask people to identify and work with a recent situation where they passively chose (you were a Passive Passenger and just let something happen). to identify and work with a recent situation where they actively chose. There follows a brief discussion on difference, especially in terms of feelings and on how either route can be applied to the impending changes. Ch-Ch-Changes Here we look at what happens when worries, fears, rumours and gossip get set as facts in people's heads and how they delegates can deal with this, with themselves and when dealing with change management for others. Delegates get to examine the list of potential changes they made earlier with a fact vs. assumption check list from this exercise. Half Way House This is a key change management exercise for the day from which a number of creative exercises will follow. The purpose is to get delegates thinking more innovatively about the challenges of the change in slightly unusual ways in order to come up with potential solutions to help the transition. We have created four Houses that people might live in or visit. They are called 'Past House' 'Present House' 'Empty House' and 'Future House'. Delegates, with help from other participants and the facilitators brainstorm what might be happening in each house and prepare for: Visiting Time! We have fun visiting each others houses, with delegates working out what they would say as a guest to the future houses and how would they welcome someone to a future house. Can-Do Time! Back to why we're here. The previous exercise will have obvious parallels to the changes delegates would like to focus on managing and we build on the 'Visiting Time' creativity work to help individuals focus on how they can be proactive, on what they can-do to prepare for the change/s and to pre-empt and prevent some of the predicted difficulties. This work links in with the Active/Passive choosing exercise. Why Would You Want To… * Drink a glass of water standing on your head? * Sing the National Anthem to the tune of the Archers? * Keep a trumpet in a sock? * Make sure none of the things on your list happen? We explain why you want to do the latter at least and set delegate's off to work out how they could do just that. This is a creative way to break through traditional ways of thinking and to look at problems not from a 'How do I solve it?' place but from a 'How can I make it worse?' place. This gives people a chance to discover some of the real problems that could arise which they can then prepare for. A big bonus here is often through this process people will discover possible problems they have not thought of and thus, would not of dealt with or prepared for. Ensuring Success - Get Real! How can delegates make their Can Do lists happen? What else do they need to do to prevent anything from the previous list happening? Personal Take Out Delegates are asked to identify what they are taking away and where they will be putting it into effect, this to include some short term strategies as well as what follow up they need to maintain the momentum of the Change Management Course. Final Handouts These include our memorable visual cue cards and Impact Factory web cards which give access to our extensive e-library. Hints and tips doc Managing Change in Others document Change Management Training Course
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If you want to know more about a course or its suitability for you or a colleague call us on 020 7226 1877. You may well be able to speak directly to one of our trainers. If not, one of them will call you within 24 hours. Courses take place at our training suites: Suite 121, Business Design Centre, 52 Upper Street, London N1 0QH. See how to find us for directions, hotels and public transport. (If you want to book 3 or more people on to one course, please contact us on 020 7226 1877.)
This one day Change Management course is limited to eight participants
Time: 9.30 to 5.30
For some insight into Change Management read For a more comprehensive document try Change Management Course |
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