Aims

This course will show you how to develop a change plan, select an appropriate change model, apply the model to case studies and real-life scenarios and then post-evaluate to take corrective action where necessary to reinforce the change process. The change process will be addressed across a range of environments, including commercial, government and not-for-profit work settings.

Objectives

The objectives of this course are to:

• develop an appreciation of both the business and people dimensions of change
• understand a range of change management models, including models from Kurt Lewin, John Kotter (1994 and 2014), McKinsey, PROSCI and Gene Hall
• apply change management model based on the nature/scale of the change and the culture/values and leadership style of the organisation
• develop a change management plan
• determine key roles in the change management process
• sustain organisational change.

Outcomes

By the end of this course, you should be able to:

• • develop a change management plan, taking into consideration both the business and people dimensions of change
  • assign roles in a change process for clarifying responsibilities and achieving required outcomes
  • select from a range of major change models for delivering change successfully across a range of scenarios
  • address obstacles to achieving required change outcomes by drawing on principles from motivation theory, behavioural economics and project management
  • post-implementation reviews to sustain organisational change.

• Examining both the business and people dimensions of change. This includes an appraisal of external and internal contexts that can lead to change, key areas within an organisation impacted by change and the resources required for implementing change successfully.

• The structure of a change management plan, including objectives, strategy, processes, business model and setting metrics for measuring success. Clarifying roles and responsibilities within the change process.

• Understanding the emotional phases of change and people responses during a change process How to apply motivation theory for increasing the likelihood of team members embracing changes.

• Understanding the steps within major change management models, including models from Kurt Lewin, John Kotter (1994 and 2014), McKinsey, PROSCI and Gene Hall.

• How to select and apply change management models in a range of settings, both in reality and through case studies.

Suitable for anyone involved in managing a change process, whether this be on an organisational-wide level or within a team setting. In particular, the course is designed for:

• Change Managers
• Team Leaders
• HR Managers
• Heads of Departments
• General Managers
• Risk Managers
• Program Managers
• Project Managers
• Project Sponsors
• Communication Managers
• Change Champions
• Executive Officers
• anyone in a supervisory position being impacted by change.