Change management training / Training / Services

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Program №1

The training is aimed at understanding the change process leaders and their role as agents of change. During the training, participants get acquainted with the basic principles and approaches to change management, as well as gain practical experience and skills using various methods and tools to bring about change in your company.

The training is designed to provide management tools to:

Mobilize commitment to change through participatory review of performance issues
to develop a vision shared by all managers of the necessary organizational and managerial measures
ensure consistency in the implementation of the change program
ensure that the change program cascades to all employees

Duration: 1 day

Thematic plan

Module 1. Stages of organizational development

growing and aging organizations
organization lifecycle
dependence of the structure of the organization on the rate of change in the external environment
competitiveness of the organization - orientation to different value systems
analysis of external and internal factors that caused the change (STEP and SWOT analysis)

Module 2. Organizational changes

Major sources of organizational change
what happens to people in the process of change
change targets - desired state
change process - driving and opposing forces

Module 3. Change Management

Which level of the organization is the problem focused on: individual employees; groups; intergroup interaction; the whole organization
problem description (behavior; structure; context)
analysis of the degree of intervention required
Identification of activities appropriate to the level and scale of proposed changes
methods to overcome resistance to change
determining methods for monitoring and evaluating the results of changes

Module 4: Skill Development change support manager

Communicating goals and expected results
creating a positive atmosphere
accounting for the individual characteristics of employees
managing situations of conflict and uncertainty
involving employees in the decision-making process
Motivating employees to accept and participate in change

The training is built in modules. Each module includes a mini-lecture and practical tasks for work in small groups (tasks are developed taking into account the sequence of stages of change and drawing on the experience of the participants). Within the framework of mini-lectures and then practical exercises, participants will receive methodological insights and apply them directly to the situation of their enterprise.

Program №2

Duration: 2 days

The training is designed for project managers, development specialists, managers of departments (divisions).

Training Goal: to assess the need for change, to understand what needs to be changed and how to achieve the desired results.

Training objectives
1.    Systematize change management knowledge
2.    To replenish the managerial arsenal of participants with practical tools that will help to conduct an objective assessment of the current situation, develop effective measures, set priorities correctly & nbsp; and prepare to implement the action plan.
3.    Review practical examples for planning and implementing change.

About the training:
Work experience leads many managers to the realization that today change is the only stable value that has to be dealt with.
However, not everyone achieves the desired results in change management. The reason is non-compliance with some basic conditions:

•    Changes must occur in the mind of the business leader, and this does not always happen
•    The scale and speed of change must be supported by the resources and high degree of influence needed to bring it about, and these are always in short supply
•    Making changes is a process that requires special skills and tools that not all leaders have

Thematic plan

1. Change Management Success Factors
• Change as a test of leadership. The role and behavior of leaders in the implementation of changes.
• Change and organizational learning (development). Organizational learning opportunitiesand development when making changes.

2.    "Diagnosis": determining the state of the company and the need for change
•    Assessment of the company's financial condition and risks
•    Evaluation of the existing strategy in the company
•    Assessment of the current management system
•    Mapping problem areas

3.    Develop a change action plan: "First things first"
•    Prioritization based on diagnostic results
•    Checking the compliance of the planned business model with the values of the company
•    The need to take into account personnel changes and restructuring of the company

4.    Implementation of change: "The more radical the change, the more difficult it is to achieve"
•    Managing Expectations
•    Team building and task setting
carrying out rearrangements/reductions
•   Attracting the necessary specialists “for the task”
•   Setting tasks for subordinates and giving responsibility
•   Rules for coordinating the efforts of the team and its "emotional pumping"
•   Employee training
•   Creation of a new motivation and feedback system
•   Stabilization of the company

5.    Case Study Analysis
•    When tasks turn into problems - key mistakes when implementing changes
•    How to get through the "death zone": examples of successful projects.
•    How to turn failures and defeats into the energy of opportunities.

As a result, participants:
•    get a new perspective on the situation in their company
•    determine their capabilities & nbsp; to change the situation
•    they will understand what resources are needed and what needs to be done so that the implementation goes according to plan

About host:
business coach, more than 15 years of personal coaching, managerial and personal consulting for entrepreneurs, crisis management. Professional achievements: development and implementation of a project for the professional and personal development of top managers, the creation of an author's method for overcoming personal and organizational crises. Teaching at IP RAS, FDO Moscow State University, State University Higher School of Economics.

Program #3

Targets:

To develop skills in understanding and applying organizational change management technologies
Learn to identify the limiting factors that impede the achievement of company goals, making changes
To build communication skills and manage communication when making changes
Build change planning skills
Learn to implement change and manage resistance constructively

Duration: 2 days.

Results:

Gaining knowledge and skills to prepare and implement change
Learning effective communication techniques for change
Skills for developing change plans
Skills to identify and deal with resistance
Mastering methods to motivate people in a changing environment

Thematic plan

Preparing changes
Change stages
Change communication
Resisting change.
Motivation, productivity and control when implementing changes
Answers to questions, feedback.

Program #4

Goal: Improving the personal and corporate performance of top managers to achieve the strategic goals of the Company.

Tasks:

To develop skills in understanding and applying organizational change management technologies.
Learn to identify the limiting factors that impede the achievement of company goals and change.
To develop the skills of building communication and managing communication when making changes.
To develop the skills of planning the process of change.
Learn how to implement change and manage resistance in a constructive way.
Improving the efficiency of business interaction in a team of top managers, team building to achieve common goals.

Duration: 16 class hours + 8 class hours.

Form of conducting: Information blocks in the format of interactive lectures, projective business games, exercises, testing, facilitation, work with cases, analysis of mutual experienceinteraction with each other during the training, feedback.

Results:

Get the knowledge and skills to prepare and implement change.
Tactical plan to achieve the strategic goal of the Company.

3) Development skills and change implementation plans.

Risk management program.
Learn how to effectively communicate in change.
Mastering the methods of motivating people in the face of change.
Improving the efficiency of business interaction in the Company.
Increasing tolerance and personal responsibility for the overall result

Thematic plan

1.Introduction. Preparing changes

The concept of organizational change, the concept of change management
Goals of the organization. Constraints preventing the achievement of the goals of the organization.
Analysis of the need and possibility of making changes, predicting possible difficulties in making changes (SWOT).
Assessing the prospects and risks of change.
Estimating loss with no change.
Estimate of required resources, resource matrix.
Agree on the need for changes.

Change Stages

8 stages of change according to J. Kotter and the necessary actions of change leaders on each of them.
Analysis of the company's Strength Field.
Creating a change team, a shared vision, and a plan for change.
Setting change goals, developing a change plan, developing criteria for the success of changes, defining milestones for monitoring and evaluating the progress of changes.
Developing effective strategies for each stage. changes.
Develop alternative change implementation scenarios.
Developing a communications plan.
Shared leadership as part of the implementation of changes in the company.

3.Communication when making changes

Channels and ways of communicating when making changes.
Selecting channels for broadcasting goals and plans for changes in the company.
Using different types of communication channels and evaluating their effectiveness.
The use of opinion leaders, agents of influence in the company.
Requirement for the level and quality of communication during changes, prevention of information distortion.
A model for building an effective change message.
Cascading changes.
Feedback when making changes.
Ways to build staff confidence in change.
Monitoring and managing rumors: work with three types of rumors when changes are made.

Resisting change

The inevitability of resistance to change.
Possible causes of resistance to change (Mos Kanter): loss of control, loss of face, loss of identity, loss of competence, personal uncertainty, surprise, more work, past grievances (at the initiators), unforeseen consequences, real threats
3 levels of resistance according to Rick Maurer.
The importance of resistance as a signal.
Options to prevent resistance to change.
Working with resistance at different stages of change.
Tactics for overcoming resistance (J. Kotter and L. Schlesinger): avoiding unnecessary changes, communication and education, participation and involvement, support and development, negotiations and agreements, coalition and alliance building, manipulation, explicit and implicit coercion.
Attitudes and stereotypes of people's behavior.
Methods for changing attitudes and stereotypes: a power approach, a rational approach, a normative approach, changing attitudes during training.
Pinning new settings.
Further development of the organization, taking into account the changes made, the process of continuous improvement
Overcoming return resistance.