Preamble

Organizations are constantly evolving, and those that fail to plan and manage change strategically risk falling behind. Change is inevitable—every employee will experience it, and every manager will, at some point, be responsible for leading it. Understanding how to plan, implement, and sustain change is a critical skill for modern managers.

This course focuses on identifying the need for change, assessing available options, developing a strategic plan, and executing change initiatives successfully. Key topics include:

  • Overcoming resistance to change
  • Diagnosing organizational challenges
  • Leading change effectively
  • Equipping employees to thrive in transformed environments

While the course introduces essential theoretical frameworks, its primary emphasis is on practical application. Participants will engage with real-world case studies from organizations such as Xerox, IBM, and the BBC to explore successful change management strategies in action.

Learning Outcomes.

  • Describe in general terms a number of change management theories and how they might apply in
  • Articulate what change management is and why it is important in the contemporary business environment.
  • Appreciate performance management tools
  • Discriminate between different types of change process for different purposes and
  • Explain how to effectively manage the human aspects of change such as employee engagement in the change process and how to reduce employee resistance to
  • Highlight particular external issues impacting on a businesses’ need to
  • Identify the steps in putting together an effective change management
  • Apply critical thinking and problem solving skills to the analysis and resolution of change problems as presented in case studies

                Key Modules

  • Introduction to change concepts
  • Understanding behavior change challenges
  • Ego defenses and creating change
  • Dutchman’s 3R Change Model
  • Strategic renewal: incremental and transformational
  • Effecting change at Grand Union
  • Employee behavior
  • Triggers for change
  • Kurt Lewin and organizational change
  • Organizational development and effectiveness
  • Resistance to change
  • Organizational diagnosis
  • Organizational dialogue and organizational silence
  • Communicating change to stakeholders
  • Communications strategy and measures of justice
  • Communicating bad news to stakeholders
  • Managing personal transitions
  • The Social Readjustment Ratings Scale
  • Change Transition Model
  • Stages of psychological reaction to change
  • Facilitating employee change transitions
  • 5 change intervention styles
  • Effective helping behaviors
  • Orbit Newspapers case review
  • Economic and OD transformation strategies
  • Change at the BBC
  • Beer’s combined OD/Economic strategy
  • Overcoming executive resistance to OD change strategies]
  • Planning for change implementation
  • Appointing a transition manager
  • Identifying what must be done
  • Develop an implementation plan
  • Using multiple leverage points to effect change
  • Scheduling change activities
  • Rewarding transition behaviors
  • Developing feedback mechanisms
  • Chronological theory of change intervention approaches
  • Issue-focused approach to change intervention
  • Human Resource and Human Process interventions
  • Techno structural and Economic interventions
  • Selecting appropriate interventions
  • Identifying diagnosed issue, level and depth of change
  • Applied models for intervening
  • Time and efficacy constraints on change interventions
  • Collective learning
  • Knowledge transfer
  • Intra and Inter organizational learning barriers
  • Action Research at Google and Xerox
  • Appreciative Inquiry
  • Business Process Reengineering
  • Sustainability: making change last
  • Force Field Theory and helping change stick
  • 10 barriers and 10 solutions to sustainability at the NHS
  • Spreading change across the organization
  • Putting it all together: Case review