Change Management for Leaders and Teams

Prerequisites:

The course is general in nature and participation in it does not require specialist knowledge

Overview:

For the management team: team leaders, managers and employees who, as leaders, introduce changes. The training is also an element supporting the development of individual managerial functions and human resources management.

Benefits of completing the course:

• Increase in Team Management Efficiency
• Effective Decision-Making Related to the Introduction of Changes, Managerial Functions
• Understanding the Essence of the Process of Change in the Organization
• Acquiring the Ability to Look at Change from Different Points of View on the Process of Change
• Appropriate Selection of the Management Style for the Team, Situation, and Company Development

Training method:

The training is conceived as interactive, where the participation of participants reaches over 80% of the time. Each session follows a similar dynamic, based on the methodology developed for the Kolb cycle: an exercise to open new habits (building awareness), a mini lecture on techniques (knowledge), and practicing new tactics and techniques (skill).

At the end of each session, participants receive support materials for the session in question. The practical material is summarized with mini-lectures providing theoretical foundations and explaining the basic psychological mechanisms that participants experience while working in the training room.

This approach ensures a hands-on learning experience, enabling participants to actively engage with the content while also understanding the underlying theory behind the practices they are learning.

Course Outline:

What is it really about – trying to define the concept of change

• Change definitions
• What does change management mean?
• Why all this – about the factors that cause the need for changes in the organization
• How to bite it? - different models of approach to change in the company

Change is made by man - psychological aspects of change

• Change - opportunity or necessity?
• About the non-existent scary dragon - fear and stereotypes about change
• We are going into battle - preparing people for change
• The specificity and role of communication in the situation of introducing change

Is it already - when are we ready to change?

• Really already???? about internal and external reasons for changes
• Maybe it's better not... about different types of resistance to change, recognizing them and how to overcome them
• When we are too afraid - Albee and his model of understanding and reducing stress
• Pro and con – when we react to changes positively and when negatively

An organization is like a person - it develops - a proposal for an analysis of the organization's development according to Greiner)

• Stages of organization development in the Greiner model
• Instructions for the change - tips for introducing how to react and manage in individual phases

Self-motivation, positive attitude and creativity in the process of introducing and managing change

• Change begins in us - about recognizing our own emotions, attitudes, attitudes and reactions to change
• You can always do it differently - looking for new solutions in familiar situations

How to do it step by step - about the stages of change management:

• Determining the overall organizational goal,
• The weight and size of the change,
• Change and the organizational culture of the company,
• Red flags - the need to identify critical constraints.

Building a change project, including:

• Step by step - division into stages,
• Who is who – or separation of functions,
• It can be different - awareness of a possible decrease in motivation,
• Observation and evaluation - methods of monitoring and measuring results

Lead the way!!! role of a leader in the process of change

• The role of a leader in the face of change
• Selection of management tools and styles in a situation of change
• Can anyone be a leader of change - competence profile of a leader of change

Alone or in a group? – about involving employees in the process of change – Drucker's model.

• What we didn't expect - about sudden success, failure or external events,
• The world of imagination and the real world - about the discrepancy between expectations and facts,
• The process of change as an indicator of the need for innovation
• Sudden death or a smile of fortune? - changes that surprise everyone.

Effective influence by the change leader

• How to build trust and acceptance of organizational changes
• Persuasion is persuading people to change
• Influencing people in a situation of change - K. Barnes and R. Cialdini's model