CHANGE MANAGEMENT

Introduction

Often when people think about change today, they place it within the context of major mergers undertaken by multinationals, wholesale restructuring of organisations, wall-to-wall changes that organisations may have to make when they introduce new technology, etc.  There is no doubt that these changes are indeed part and parcel of our collective experience of businesses and organisations.  However, what is often overlooked is the fact that we are living in an ever changing, constant evolving and dynamic world of work, where often the changes we and our staff have to make are not as drastic as the ones cited above but are smaller, critical and of a more frequent nature.

These changes often relates to change in parts of our work processes, our organisational policies, change in the way we do business with our internal and external clients and of course the change that comes about as we constantly prepare to respond to the needs of the market and our clients.  It would seem that most organisations today, who wish to remain innovative and competitive, must become more change adaptable or change agile.  Therefore, change is a process and not an event and even if the big change event does come, as an organisation you are able to deal with it because you have learnt the art of becoming change adaptable and change agile.  This workshop is aimed at providing you with the knowledge, skills and attitude to manage change as part and parcel of your role as Leader/Manager for your team, unit or department.

Specific Objectives

The Management Programme focuses on designing an appropriate change process and managing the staff through the transformation period.
The staff are taken trough a similar programme to the one below, with the emphasis on understanding their reaction to change, the benefits of change to them, and developing the right attitude towards change.

Content

Module 1: Nature of Change

By the end of Module 1 delegates should be able to:

• Understand why change is necessary for the survival of organisations.
• Understand why initiating change is difficult
• Understand change via lessons of nature
• Assess own levels of personal acceptance of change
• Understand different types of organisational change
• Identify the difference between planned and unplanned change
• Understand levels of change and identify where change is needed
• Understand and identify why change programmes fail
• Understand and apply to own situation, Kurt Lewin’s change model

Module 2: Limiting Resistance to Change

By the end of Module 2 delegates should be able to:

• Identify how ready for change your work unit/team members are
• Understand Kubler Ross’s reaction to the change model and how to “counsel” individuals through the stages/phases to accept change
• Generally, how to deal with negative reactions to change
• Develop strategies to influence behaviour

Module 3: Implementing Change

By the end of Module 3 delegates should be able to:

• You will understand the impact of ineffective or effective implementation, of a poor or good decision on change
• Understand and apply the key success factors for change
• Apply a formula when preparing for change
• Evaluate own current strategies
• Develop ways to communicate change
• Prepare contingency plans

Module 4: Assigning Responsibility

By the end of Module 4 delegates should be able to:

• Understand the role, usefulness and qualities of a change-agent
• You will evaluate and assess your own change agent style
• Learn how to delegate “change” roles and responsibilities
• Understand the Do’s and don’ts of change agent “breeding”

Outcomes

Programme 1: Management will be able to:

• Design the appropriate change process
• Effectively prepare and manage their staff through the process
• Effectively deal with blockages and challenges to the process

Programme 2: Staff will be able to:

• Understand the need for change, the process of change and their reaction to change
• Start the process of acceptance of the changes

Target Group

Programme 1: Management
Programme 2: All staff affected by the changes

Methodology

These are highly interactive programmes, making use of simulations, case studies, group discussions and lecturettes.

• Experiential learning
• Mini-lectures
• Case studies
• Analysing own situations
• Group discussions
• Journal work
• Reading and reflection
• Games

Duration: 2 days

Additional Options

Facilitating on-going group discussions around process, adaptations, blockages and challenges.

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