Management Programs

Why can't we just announce change and have it happen? Many changes "die on the vine" or last just long enough for the next "flavor" to come along, because the workforce was never really committed in the first place. The way change is managed makes a difference in how well it is implemented. Some changes can be handled in a straightforward "get it done" way. But overused or misapplied, and this approach to change can give rise to many different forms of resistance - some visible, some not so easy to pin down.

This workshop explores the reasons that complex, sophisticated, and engaging approaches to change are often needed for success. It highlights the dynamics that can be expected when change is introduced, what contributes to or prevents "unfreezing," and why a compelling case is so crucial.

Key Topics

• Why change efforts tend to fail
• Understanding the dynamics of change
• Resistance and compliance
• Unfreezing, learning, and adaptation
• The "priming" role of trust and justice
• Differences in individual change styles
• Roles of stakeholder interests and power in change
• Creating and delivering a compelling case
• Key roles in guiding and leading change
• Techniques for engaging the organization
• A brief introduction to the Logic Model to connect action to outcomes

Special Features

You will use a self-assessment instrument to learn more about your change style and participate in a web-based survey to illustrate cultural differences in managing change.

Who Will Benefit

Directors and managers responsible for leading change; HR professionals, consultants, learning and development professionals, and others responsible for facilitating change and coaching change leaders

Instructors

Robert Rich, Jane Savage