ILM Endorsed Leading and Managing Change

Programme Overview

This 'ILM Endorsed Leading and Managing Change' course is the ideal place to introduce participants and the organizations they represent to the topics of change and change management. Attendees will benefit greatly from a course designed to provide valuable insight into what has become a valid preoccupation by all companies.

Programme Objectives

By the end of the course, participants will be able to:

Explain the leadership and management perspective on 'change'
Analyze change and develop strategies and plans to deal with it
Manage resistance to change and recognize the strong emotions associated with it
Discuss and design communication strategies to accelerate change
Develop insight into corporate cultures and how they influence change initiatives

Target Audience

Change managers, business process improvement specialists, change management team members, coordinators of reorganization and mergers, implementers of organizational change, and all business professionals interested in learning how to deal and manage change on organizational and personal levels.

Target Competencies

Assessing change intensity
Planning for change
Communicating change
Implementing change plans
Managing conflicts
Emotional intelligence
Evaluating cost associated with change
Leading and managing teams

Programme Outline

Understanding planning and managing change

Change and change management
Defining organizational change

Nature of organizational change
Reasons and challenges

Typology of organizational change

Adaptive
Innovative
Radical

Diagnosing the intensity of change

The change equation
The importance of frameworks
The connectivity of change

Change agents and transformation

Types of change agents
Competencies of change agents
Change management and stakeholders' analysis

Models and strategies for managing and leading change

Leadership and organizational change
Management adaptation to change situations
Evaluating the need for change
Preparing and planning for change
The Kotter's eight step model

Managing resistance to change

People and change

Why people resist change
Forms of resistance and how to deal with them
Individual factors versus group factors

Stages people go through when resisting change

The 'SARAH' model
Managing the transition stage

Managing resistance and emotions
Risks associated with change

Identifying and managing risks
Risk-impact probability chart

Communicating change

The importance of communicating change
What people want to hear and what they need to see
Elements of a change communication plan
Dos and don’ts when communicating change

Key factors in making organizational change happen

Understanding organizational and corporate cultures
Components of a company culture
Forms of cultural change in an organization
Common mistakes when transforming company culture
20 steps to sustain change to a company culture

Programme Objectives

By the end of the course, participants will be able to:

Explain the leadership and management perspective on 'change'
Analyze change and develop strategies and plans to deal with it
Manage resistance to change and recognize the strong emotions associated with it
Discuss and design communication strategies to accelerate change
Develop insight into corporate cultures and how they influence change initiatives

Target Audience

Target Competencies

Assessing change intensity
Planning for change
Communicating change
Implementing change plans
Managing conflicts
Emotional intelligence
Evaluating cost associated with change
Leading and managing teams

Programme Outline

Understanding planning and managing change

Change and change management
Defining organizational change

Nature of organizational change
Reasons and challenges

Typology of organizational change

Adaptive
Innovative
Radical

Diagnosing the intensity of change

The change equation
The importance of frameworks
The connectivity of change

Change agents and transformation

Types of change agents
Competencies of change agents
Change management and stakeholders' analysis

Models and strategies for managing and leading change

Leadership and organizational change
Management adaptation to change situations
Evaluating the need for change
Preparing and planning for change
The Kotter's eight step model

Managing resistance to change

People and change

Why people resist change
Forms of resistance and how to deal with them
Individual factors versus group factors

Stages people go through when resisting change

The 'SARAH' model
Managing the transition stage

Managing resistance and emotions
Risks associated with change

Identifying and managing risks
Risk-impact probability chart

Communicating change

The importance of communicating change
What people want to hear and what they need to see
Elements of a change communication plan
Dos and don’ts when communicating change

Key factors in making organizational change happen

Understanding organizational and corporate cultures
Components of a company culture
Forms of cultural change in an organization
Common mistakes when transforming company culture
20 steps to sustain change to a company culture

Understanding planning and managing change

Change and change management
Defining organizational change

Nature of organizational change
Reasons and challenges

Typology of organizational change

Adaptive
Innovative
Radical

Diagnosing the intensity of change

The change equation
The importance of frameworks
The connectivity of change

Change agents and transformation

Types of change agents
Competencies of change agents
Change management and stakeholders' analysis

Models and strategies for managing and leading change

Leadership and organizational change
Management adaptation to change situations
Evaluating the need for change
Preparing and planning for change
The Kotter's eight step model

Managing resistance to change

People and change

Why people resist change
Forms of resistance and how to deal with them
Individual factors versus group factors

Stages people go through when resisting change

The 'SARAH' model
Managing the transition stage

Managing resistance and emotions
Risks associated with change

Identifying and managing risks
Risk-impact probability chart

Communicating change

The importance of communicating change
What people want to hear and what they need to see
Elements of a change communication plan
Dos and don’ts when communicating change

Key factors in making organizational change happen

Understanding organizational and corporate cultures
Components of a company culture
Forms of cultural change in an organization
Common mistakes when transforming company culture
20 steps to sustain change to a company culture



Programme Objectives

By the end of the course, participants will be able to:

Explain the leadership and management perspective on 'change'
Analyze change and develop strategies and plans to deal with it
Manage resistance to change and recognize the strong emotions associated with it
Discuss and design communication strategies to accelerate change
Develop insight into corporate cultures and how they influence change initiatives



Target Audience



Target Competencies

Assessing change intensity
Planning for change
Communicating change
Implementing change plans
Managing conflicts
Emotional intelligence
Evaluating cost associated with change
Leading and managing teams



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Programme Outline

Understanding planning and managing change

Change and change management
Defining organizational change

Nature of organizational change
Reasons and challenges

Typology of organizational change

Adaptive
Innovative
Radical

Diagnosing the intensity of change

The change equation
The importance of frameworks
The connectivity of change

Change agents and transformation

Types of change agents
Competencies of change agents
Change management and stakeholders' analysis

Models and strategies for managing and leading change

Leadership and organizational change
Management adaptation to change situations
Evaluating the need for change
Preparing and planning for change
The Kotter's eight step model

Managing resistance to change

People and change

Why people resist change
Forms of resistance and how to deal with them
Individual factors versus group factors

Stages people go through when resisting change

The 'SARAH' model
Managing the transition stage

Managing resistance and emotions
Risks associated with change

Identifying and managing risks
Risk-impact probability chart

Communicating change

The importance of communicating change
What people want to hear and what they need to see
Elements of a change communication plan
Dos and don’ts when communicating change

Key factors in making organizational change happen

Understanding organizational and corporate cultures
Components of a company culture
Forms of cultural change in an organization
Common mistakes when transforming company culture
20 steps to sustain change to a company culture

Understanding planning and managing change

Change and change management
Defining organizational change

Nature of organizational change
Reasons and challenges

Typology of organizational change

Adaptive
Innovative
Radical

Diagnosing the intensity of change

The change equation
The importance of frameworks
The connectivity of change

Change agents and transformation

Types of change agents
Competencies of change agents
Change management and stakeholders' analysis

Models and strategies for managing and leading change

Leadership and organizational change
Management adaptation to change situations
Evaluating the need for change
Preparing and planning for change
The Kotter's eight step model

Managing resistance to change

People and change

Why people resist change
Forms of resistance and how to deal with them
Individual factors versus group factors

Stages people go through when resisting change

The 'SARAH' model
Managing the transition stage

Managing resistance and emotions
Risks associated with change

Identifying and managing risks
Risk-impact probability chart

Communicating change

The importance of communicating change
What people want to hear and what they need to see
Elements of a change communication plan
Dos and don’ts when communicating change

Key factors in making organizational change happen

Understanding organizational and corporate cultures
Components of a company culture
Forms of cultural change in an organization
Common mistakes when transforming company culture
20 steps to sustain change to a company culture

Total Fee

Classroom -

£1390

Virtual-

£990

Programme Details

Code

TR-1014

Duration

5 Days

Delivery

Classroom or Virtual

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