Introduction

A company’s ability to run the business efficiently and profitably is not related to its ability to change the business. They require two different sets of skills. It is the great failing of business that they have managed ‘performance today’ in the same way as “change for tomorrow’. And it doesn’t work.
Business has depended too much on its authority as employers, using a head-office driven, project management approach. In so doing, they have underestimated the level of cooperation required from their employees to make company-wide change effective.
Change management offers you a structure for thinking about change and helps you plan your approach to influencing others to change.

Program Objectives
You will learn to:

Recognise the different types of leadership required to lead change

Apply the Transitions model of change to change scenarios

Understand the roles each stakeholder can play – what they can control or negotiate, or cannot control

Apply different types of frames / contexts to change management events

Using a template, conduct a stakeholder analysis that helps predicts generic attitudes towards change from the perspectives of employees in different layers and business units of the organisation.

Plan responses to generic attitudes to change, including reward, correction, encouragement, stress reduction, positive reinforcement

Using a template, develop a communication strategy for each stakeholder and each key component of the change project

List ways of managing stress, that is related to change

List 6 influence patterns and plan how they could be used to promote employee responsiveness

Use DeBono’s 6 thinking hats technique to promote creativity within a group

enhance the company’s ability to work across functions / SBUs