This change management course for organisations will equip you with the principles of change management and techniques that will support organisational change.

Change can be instigated from within the organisation or imposed by external factors. Either way, making organisational changes needs to be well managed by winning over the hearts and minds whilst preparing teams, individuals and the organisation for success. This requires the change leader to understand the motivational triggers for each team member and to be flexible and creative in achieving positive outcomes for all stakeholders. This course introduces principles and models for enabling large scale change within teams and organisations. Evidenced-based models are explained for achieving successful change management.

You will be shown how to develop a change plan, select an appropriate change model, apply the model to case studies and real-life scenarios and then post-evaluate to take corrective action where necessary to reinforce the change process.

Aims

The aims of this course are to:

• develop an appreciation of both the business and people dimensions of change
• understand a range of change management models, including models from Kurt Lewin, John Kotter (1994 and 2014), McKinsey, PROSCI and Gene Hall
• apply change management models based on the nature/scale of the change and the culture/values and leadership style of the organisation
• develop a change management plan
• determine key roles in the change management process
• sustain organisational change.

Outcomes

By the end of this course, you should be able to:

• develop a change management plan, taking into consideration both the business and people dimensions of change
• assign roles in a change process for clarifying responsibilities and achieving required outcomes
• select from a range of major change models for delivering change successfully across a range of scenarios
• address obstacles to achieving required change outcomes by drawing on principles from motivation theory, behavioural economics and project management
• post-implementation reviews to sustain organisational change.

Content 

Key considerations when managing change

Examining both the business and people dimensions of change. This includes an appraisal of external and internal contexts that can lead to change, key areas within an organisation impacted by change and the resources required for implementing change successfully.

Change management plan and roles
The structure of a change management plan, including objectives, strategy, processes, business model and setting metrics for measuring success. Clarifying roles and responsibilities within the change process.

Dealing with the people response during the change process
Understanding the emotional phases of change and people responses during a change process. How to apply motivation theory for increasing the likelihood of team members embracing changes.

The nature of change management models
Understanding the steps within major change management models, including models from Kurt Lewin, John Kotter (1994 and 2014), McKinsey, PROSCI and Gene Hall.

Addressing obstacles to change
Understand and apply a variety of models and techniques to help avoid and address the challenges of introducing a change in an organisation.

Reviewing the change
How to manage the post-implementation review to sustain organisational change and assist with continuous improvement.

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