CHANGE MANAGEMENT

COURSE NUMBER: MT-04

Course Objectives

At the heart of every change management process is the ‘change problem’. That is, some future state to be realized, some current state to be left behind, and some structured, organized process for getting from the one to the other. The change problem might be large or small in scope and scale, and it might focus on individuals or groups, on one or more divisions or departments, the entire organization, or one or on more aspects of the organization’s environment.

The process of change has been characterized as having three basic stages: unfreezing, changing, and re-freezing. Managing change is seen as a process of moving from one state to another, specifically, from the problem state to the solved state. Diagnosis or problem analysis is generally acknowledged as essential. Goals need to be set and achieved at various levels and in various areas or functions. Careful planning must be accompanied by efforts to obtain buy-in, support and commitment. The net effect is a transition from one state to another in a planned, orderly fashion.

Because people are naturally conservative and do not welcome change, executives and managers need to ensure a systematic process for managing the human elements critical to implementing strategic business projects. This Change Management course will help the participants to see change as an opportunity to be grasped and managed for the success of the organization and the individual.

Course Contents

Participants will learn the ‘Key Elements’ for success:

• Select key players for implementing the change.
• Agree on broad long-term ‘vision’, not a specific detailed plan.
• Focus on detail for establishing and measuring delivery of immediate actions.
• Establish forums and communicating methods to enable immediate review and decision-making.
• Obtain participation of interested employees.
• Identify barriers to successful implementation.
• Prioritize the use of resources and power to have the greatest impact for success.
• Empower people to make decisions at a local operating level.
• Handle ultra-cautious, ultra-autocratic or compulsively-interfering executives.
• Encourage, enable and develop capable people to be active in other areas of the organization via 'virtual teams' and 'matrix management'.
• Use workshops to review priorities, identify broad medium-to-long-term vision and aims, and to agree short term action plans and implementation method and accountabilities.
• Adjust recruitment, training and development to accelerate the development of people with the right passion.

Who should attend:

Project sponsors, managers, leaders, team members or those who simply want to understand the forces, which play in this complex human activity.

Prerequisites

Good level of English as the vocabulary of change management can represent a challenge for those not fluent in English.

Length

2 or 3 days

Language

English

Booking