What Qualifies as Change?

  • Define Change – To make the form, nature or future course different from what it is or from what it was if left alone
  • Why are we afraid of change

Project change versus organisational change

  • Understanding the difference between Strategic and Tactical goals
  • Team building and dynamics — Tuckman’s stages of team development

 

Human reactions to change and how to manage this

 Manage change DON’T Impose it

 

While resistance is the normal human reaction in times of change, good change management can mitigate much of this resistance. Change management is not just a tool for managing resistance when it occurs, it is most effective as a tool for activating and engaging employees in a change. Capturing and leveraging the passion and positive emotion sur-

rounding a change can many times prevent resistance from occurring – this is the power of utilizing structured change man- agement from the initiation of a project.

  • Utilize a structured change management approach from the initiation of the project
  • Active and visible participation by senior leaders
  • Advocacy by management levels including middle managers and front-line supervisors

Communications that describe the need for change, the impact on employees and the benefits to the employee (answering “What’s in it for me?” or WIIFM)

Encountering resistance, removing obstacles and managing negativity

  •  Conflict Management — What is Conflict?
  • Thomas – Kilmann conflict model (5 zones – CCCAA)

 

How to reinforce the positive message and motivate a team in times of change

  • Stages of Acceptance
  • ADKAR (Awareness- Desire- Knowledge- Ability- Reinforce)
  • Limbic System – 4 Cornerstones
  • Prosci’s CM Methodology (Prepare- Manage- Reinforce) – 3 Phase approach
  • Leadership vs Management

 

When change goes ‘bad’ … and techniques for dealing with same

  • Communication Model
  • Identify the Root Cause — The symptoms of resistance