Help your employees accept change

"People don't resist change. They resist being changed" - Peter Senge

Experts estimate that only 30-40% of organizational change initiatives are successful and one of the major reasons for failure is RESISTANCE TO CHANGE. If you anticipate employee resistance to a change you or your organization is advocating, then this module will be very helpful to you.

Your employees have many reasons for not embracing change but we boil them down to three categories so you can deal with these reasons more efficiently and effectively. Is resistance based on Intellectual Reasons? Then we show you strategies to make your arguments more persuasive. Or is the resistance more personally or culturally based? Then you need to employ different strategies.

Convert resistance to acceptance and even strong support by using the proven concepts taught in this dynamic module, filled with interesting examples, case studies, fun quizzes and exercises.

The Change Clinic: What you need to know about the change management process

Nothing is as practical as a good theory.- Kurt Lewin.

Following a proven change process in a disciplined manner is crucial to effective implementation. There appear to be many processes advocated by different change gurus, but in essence they are very similar. We boil the process down to four categories of actions and show you what to do in each to guide your change through to a successful implementation.   

This module will help you prepare for and manage change in your organization. In this module we distil the main ideas of the field and make them immediately useable. Understand why most change initiatives turn out to be unsatisfactory and how you can avoid the common pitfalls. Find out what you should do first, second, third, etc. to make your change project a success. Dive more deeply into the topic through analyzing vivid stories of real organizations facing tough change challenges.

Communicating the Why, What and How of Change

"The single biggest problem in communication is the illusion that it has taken place.” - George Bernard Shaw.

Just because you understand the change you are advocating, don’t assume your subordinates have the same level of understanding. And above all, do not withhold information until you “have all the facts”! If you get only one thing right during a change initiative, make it communications.

In this module we help Josh, the manager of a large department in an oil company, design a communications program to gain employee understanding and acceptance for an unpopular change. in his employee group. Learn about the different communication methods, including written, face-to-face, electronic and social media and how to use them effectively. Avoid the common pitfalls such as relying too much on email, letting communications tail off during change, letting rumours go unaddressed, etc. This module is essential for anyone who is planning or implementing a major change in the organization.

Make your change teams successful

"Start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats." - Jim Collins

Successful change requires a team effort. But too many times, we find that the committees tasked with the various pieces of the implementation effort are not acting as a cohesive team. They may have very different ideas about the committee’s mandate, may approach the work of the committee from a narrow departmental perspective or may even have a hidden agenda.

In this module we help Lori, a change steering committee leader, build a competent, cohesive team from a collection of individuals. Her team must guide the implementation of a major Information Technology project in a complex environment. She must help the committee create their mandate, including a common understanding of the task facing them, their superordinate goals and their rules of engagement. They must learn how to communicate effectively with each other and how to deal with any interpersonal conflict that arises.

You will learn along with Lori in this engaging case study and will emerge with a complete understanding of how to lead any new team you are responsible for. 

How to create a Great Change Vision

"Vision without action is a daydream. Action without vision is a nightmare." – Japanese proverb.

A good change vision summarizes to your employees where we want to go and why, helps you integrate the various projects that comprise your change initiative into a meaningful whole and serves as the "north star" to which everything is oriented. But often vision statements are too generic or too passionless to do anything but generate cynicism in the organization.

Learn how to create the type of vivid vision that will motivate your employees to give their all to your change initiative. Gain wisdom from examples, anecdotes and case studies in organizations that have mastered the art of vision creation.

Business Game to apply change management knowledge (online simulation)

"Good judgment comes from experience. Experience comes from bad judgment." – Oscar Wilde.

This is the essential dilemma in managing change. We need to develop good judgment to manage change well, but we are likely to make many bad judgments as neophytes. Simulation solves this problem by compressing years of learning into a few short hours and by simulating the experience that leads to good judgment. This is the next best thing to learning on the job.

Our on-line simulations provide a wonderful supplement to the online training modules. They allow you to apply the concepts you learned and receive immediate feedback about your level of mastery. Based on case studies of real situations in both public and private sector settings, the simulations deal with a variety of change challenges, from downsizing to structural change, to introducing technological innovations. Choose the one that fits your needs and your situation.

As a player in the simulation you will choose from a broad array of possible actions, both good and "bad". Learn which actions are most effective and in which order they should be implemented. Find out why some of your initial decisions may not be optimal and why some are bang on. Play the simulation to mastery. Experience the lessons of both success and failure without having to experiment on your own organization.

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Creating your Change Management Implementation Plan

"Make it so" – Jean Luc Picard.

The iconic leader of the space ship Enterprise did not have to plan his initiatives in detail because everyone on his crew could read his mind and could execute complicated manoeuvres flawlessly without further instruction. Your people are probably not as gifted as his crew – they need a plan to follow.

In too many instances, changes fall flat and are never fully implemented because leaders approach and manage them in a piecemeal or disorganized fashion, forgetting crucial steps, and thereby increasing resistance by staff and other stakeholders. The Change Wall ™ solves these problems. Using it, your group will be able to make crucial change decisions, document them and distribute a complete change plan to organizational members in record time. You will have a complete and instant record for future reference, touching on all the right bases and incorporating the very best practices in change management.

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