“If
you believe what you read, the next decade in the business world will be
even more tumultuous than the last.
In fact, most futurists say change will be tomorrow's steady
diet. About the only thing
that will not change very much is the importance of good people.
How well employers capture the ‘hearts and minds’ of their
workers will define how well they do in the new world of change.”
-
B. Jackson Wixom, Jr. HRMagazine,
June 1995
Whether it is TQM, reengineering, global competition,
focus on the customer, restrategizing, mergers, downsizing, cost
reduction, quality efforts, team and teamwork, empowerment or cultural
renewal, they all are efforts, tools or methods to effect or adapt to
change. Few can argue that
these change efforts have helped many organizations to adapt to
significantly shifting conditions to survive or even thrive in some cases.
Unfortunately, most of us have seen the failed efforts and the
negative effect of change on our employees and the waste of resources of
some of these efforts.
Companies
must become learning organizations, which not only embrace change but seek
out and champion continuous change geared to improve the business.
Becoming a learning organization geared for change requires that
employees understand the stages of change, their role in each stage and
the potential hazards lurking in the stages of the change process.
Learning
Objectives
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Understand the change
process and the leader’s role in successful change implementation
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Learn to successfully
plan change using the Managing Change Checklist
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Plan for successful
transition from old ways of doing things to new ways
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Learn the dangers and
pitfalls of the most critical phases of the change process and
develop strategies to minimize or overcome these for any change
process
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Learn ways to make the
change last
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Create the conditions
of a “Readiness for Change” culture
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Examine
your own openness to change and lifelong learning
Audience
This course is specifically designed for mid-level to upper-level
management and executives.
Course
Outline
Introduction
to Leading Change
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Foundations for Change: Trust, Discipline, Persistence |
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Exercise: Responses to Change |
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Common
Negative Feelings About Change |
Planned
Change
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Introduction
to the 5 Stages of Planned Change |
Stage
One: Destination/Plan
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Resistance to Change |
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Overcoming Resistance to Change |
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Exercise: Managing Change Checklist™ |
Stage
Two: Departure
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Phases of Change: Beginning, Neutral Zone, and End |
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Application Exercise |
Stage
Three: Journey
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Exercise: Identify Dangers and Opportunities |
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Eight Common Change Errors and their Consequences |
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Eight Steps to Transform Your Organization |
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Exercise: Creating a Guiding Coalition |
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Exercise:
Creating a Sense of Urgency |
Stage
Four: Arrival and Establishment
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Setting Goals and Monitoring Progress |
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A Simple Checklist |
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Exercise: When Has Change Been Established? |
Stage
Five: Preparation for Successive Changes
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Consequences and Benefits |
A
"Readiness for Change" Culture/Emergent Change
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Necessary
Conditions for Emergent Change |
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Shared
Strategic Context |
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Exercise:
Creating a Vision |
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Exercise: An Awareness of Personal Impact |
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Discretion to Act |
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Exercise: Release of Power™ Workbook |
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Culture of Constructive Contention |
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Supportive Leadership |
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Exercise: Leadership Self-Assessment |
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Exercise: Personal Priority Plan |
Program
Format- 1 Day
This program is built around presentation of effective, proven,
research-based principles of change and change management.
“Real life” cases and application exercises are incorporated
for each principle. There is also a great deal of discussion around the
leadership role in developing a culture that fosters change.
Participants will take part in group work and discussion to
facilitate learning, including role-plays and interactive exercises.
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