How to Gain Organization-Wide Ownership for New Solutions
One Day in Person or Two Half-Days Online
It has been said that the only constant is change…and this statement is increasingly true in today’s fast-paced business environment.
Think about all the situations within a typical organization in which change management is vital. Organizational redesign forces role and responsibility shifts that can be very difficult for staff to accept. Cross-functional improvement projects result in changes that make some departments apparent “winners” and others apparent “losers.” On a more micro level, fear of change can undermine brainstorming and problem-solving meetings. In short: The techniques learned in this course have broad application in your workplace.
Navigating Change will address critical behavioral change management concepts and arm you with the strategies and tools that will help you manage change at both the organization and individual level.
What You Will Learn
- Identify change management challenges at your organization
- Evaluate the “fit” of popular change models
- Recognize differences between leading organizational versus departmental change efforts
- Craft unique engagement strategies for key stakeholder groups
- Learn proven tools and techniques to help navigate through difficult change situations
- Respond to common barriers to change (politics, inertia, etc.)
- Develop leadership strategies for addressing normal and dysfunctional responses to change
- Recognize and respond to various types of resistance
- Construct a comprehensive Change Management Plan
I. The Challenge of Change
- Change Management – a growth industry
- Why do people resist change?
- Change Management Models: Kotter, ADKAR, and CODE
- Measuring successful change
II. Planning for Change
- Roles and responsibilities
- Workshop: Winners and Losers from Change
- Developing a change management strategy
- Situational case studies: What would you do?
- Tools and techniques
III. Overcoming Resistance to Change
- Workshop: Evaluating Group Interaction
- Communication Skills
- Conflict Management / Resolution
IV. Institutionalizing Improvement
- Facilitation Tips
- Barriers to Implementation
Who Should Attend
- Leader or team member of a process improvement, technology or strategic initiative
- Manager in a dynamic business environment
- Green Belt, Black Belt or performance improvement professional
- Project Manager
- Business Analyst or Systems Implementer
- Member of a strategic planning task force
- Visionary who has difficulty gaining commitment for the Vision