Change Management

    • Familiarize participants with key research on people's reactions to changes in the organization.

    • Show tools and methods to support the implementation of changes in the organization

    • Show how to effectively use Situational Leadership to implement changes

    • Become familiar with the ways of responding to negative attitudes related to making changes

    • To enable students to learn how to recognize the main types of reactions to change

    • Teach an effective way of transferring and making changes taking into account the Situational Leadership model

After completing the course, the participant:

    • Understands the importance of change for organizational development and business building

    • Has key knowledge about the process of implementing changes

    • Is able to use the Situational Leadership model for effective change management

    • Knows stales of reaction to change and can recognize them among employees

    • Can react constructively to change

    • Can accordingly communicate change to other employees

Basic managerial skills.

• Training: English
• Materials: English

1. Definition of change, or what we are dealing with
   • Explain the essence of the change
   • Factors forcing change: internal and external
   • The cycle of change in the organization
   • The most popular change methodologies: Kurt Lewin Model, Kotter Model, ADKAR Model
   • Cascading and agile change models
2. Me and the others, or diagram of mutual relations in change
   • How to start changes?
   • Teach how to respond effectively to the change process
   • Realize possible attitudes in response to changes
   • Allow you to define your own optimal role in change
   • Teach how to define roles during the change process
   • Impact, prioritization and resistance of stakeholders to the effectiveness of change
3. A graph, or a curve of change, what we can expect from ourselves and others
   • Present typical reactions and behaviours occurring during the change
   • Familiarize with the typical reactions and behaviour of those who initiate changes
   • Discuss the emotions accompanying changes
   • Teach appropriate responses to existing emotions
4. The leader implementing the change?
   • Familiarize yourself with the most important tasks of a leader in change management
   • Show how you can use the Situational Leadership model to implement changes in your organization
   • Teach practical ways of planning and implementing the change matrix
   • Familiarizing with internal and external threats in the change process
5. Leader implementing the change?
   • Familiarize yourself with the most important tasks of a leader in change management
   • Show how you can use the Situational Leadership model to implement changes in your organization
   • Teach practical ways of planning and implementing the change matrix
   • Familiarizing with internal and external threats in the change process
6. Difficulties and resistance
   • 5 barriers to change and ways to overcome them
   • Tools useful in dealing with difficulties: strength field analysis, stakeholder analysis, engagement map
   • How to deal with employee resistance in change?
   • Implementation tools that the leader can use when working with his team
7. Summary of the workshop
   • Developing plans for implementing new knowledge and methods at the workplace
   • Developing individual "vaccines" and "rituals" to support change.