Assessing and Dealing with Resistance to 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. We assert that many organizations do not pay enough attention to their people during change, often adding in efforts to convert people at the end of a technically oriented project management framework.
In this module we reveal how to recognize the often hidden resistance that can build up during change, what the major categories of resistance are and how to address each of them. 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.
Click on the DEMO button to get a flavour of what we teach in this module and how we teach it.
Essentials of the Change Management Process
Nothing is as practical as a good theory.- Kurt Lewin.
Lewin, universally recognized as the founder of modern social psychology and the first change guru, formulated the three-stage theory that has served as the basis of most subsequent change models. We do not reinvent the wheel but add practical detail from major change thinkers and from our own research to enhance your understanding of modern change theory.
This module will give your managers and supervisors an understanding of change dynamics and will help them 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.
Click on the DEMO button to get a flavour of what we teach in this module and how we teach it.
Constructing Change Ready Leaders and Teams
"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
Nothing will kill your change initiative faster than having the wrong people in the lead or even worse nobody in the lead of the many smaller pieces of the bigger change puzzle. Change will not implement itself.
In this module we propose a generic "transition structure" that your organization can adapt to the size, scope and content of the change initiative. Key decisions involve choosing the change champion or leader, selecting the right people for the steering committee, deciding which implementation teams are necessary, creating coordination among all the teams and individuals to ensure they work in cooperation with each other, and ensuring that all understand completely what it is they are implementing. Start off on the right foot by creating the right change transition structure.
Communications Planning for Organizational Change
"The single biggest problem in communication is the illusion that it has taken place.” - George Bernard Shaw.
Do not fall into the fatal error of underestimating the number and variety of communications that must underpin a successful change initiative. 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 will help Beth, who is new to her internal communications role, decide on a strategy to communicate the right change messages to the right groups at the right time using the right communications vehicles. We give you a practical model and templates for creating and managing your communications strategy with key stakeholders, for crafting change messages and for choosing among the various communications methods.
If you are not a communications professional but are responsible for helping plan a communications strategy, this module will be life saver for you.
Click on the DEMO button to get a flavour of what we teach in this module and how we teach it.
How to create a Motivating Change Vision
"Vision without action is a daydream. Action without vision is a nightmare." – Japanese proverb.
Many change projects are handicapped from the beginning because the change vision is either weak or non-existent. A compelling 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.
In this module we show you how to create the type of vivid vision that will motivate employees to give their all to your change initiative. Find out how to subject your vision to the six tests of an effective change vision to improve it. Learn innovative techniques for disseminating it, getting buy-in and motivating action. Gain wisdom from examples, anecdotes and case studies in organizations that have mastered the art of vision creation.