CEO’s, managers and employees

In charge of change

Change Management by one of the first 88 worldwide recognized CCMP Certified Change Management Practitioners.

There are changes going on in your organisation.
Your organisation constantly needs to adapt.

This has an impact on the work performed by your management and your employees.
You want to guide your organisation successfully through these changes.
You also want your management and your employees to acquire the competencies to successfully mangage these changes
Then we can teach your management and your employees how changes work on the individual and organisational level and how they can successfully manage these changes.
There are techniques and insights to do this which we have combined in a program.
Which insights and techniques?

Part 1: Change at the level of the individual employee

In addition to organizational changes, employees individually go through a change process. More and more people come to the conclusion that there should be more focus on the employee and his/her individual change process.

Furthermore, in the context of change processes, often more attention is paid to communication about the change and dealing with resistance against the change. The phase of the individual (behavioural) change and the reinforcement on the longer term, often get less attention.

Since change is more than knowing and wanting, it is important that people who are dealing with change are provided with sufficient techniques in order to understand the mechanisms of behavioural change and to be able to shape it.

Therefore, we start on day 1 with the change at the level of the individual employees and link this in part 2 with the organization changes at the collective level.

Topics

Communication and information processing: in addition to the content of the message, it is important to look at

  • the characteristics of the messenger
  • the way our human brain processes information
  • follow first, then send
  • resistance: a characteristic of the individual or a result of the interaction?

Individual behaviour change:

  • The building blocks of behavioural change: a combination of knowing, wanting, ability, doing and perseverance;
  • Resistance: "it doesn’t zip": the mismatch between interventions and building blocks of behavioural change
  • Phase-specific interventions: closing the gap between knowing and doing

A different view on motivation
Conscious vs. unconscious
Behavioural influence
Resistance: if they don't want to....?
The ABC of motivation
The psychology of change:

  • Dealing with loss
  • Resistance= a "normal reaction to an abnormal happening"
  • Letting go and joining

Continue to do so: about long term behavioural change
Implications of individual behaviour change on the short and long term
Implications in practice: possibilities and limitations of people in charge of change

Objectives
Participants:

- can distinguish and define various reactions to change
- can anticipate reactions in the communication and have insights on the possible effects of communication
- understand the mechanisms of information processing and behavioural change
- understand how they themselves as human beings go through change
- understand the benefits and limitations of actions they can take in their role as a professional

Part 2 – Effective change management at the organisational level

You may not need to find yourself in the position of change manager in order to have to deal with change. Change is there all the time and everywhere and will be there all the time and everywhere.We have inserted the most important rules of effective change management in this one-day program that will serve everybody dealing with change in their environment or during the implementation of their project. The objective of this part of the training is to provide participants with insights on a number of actions that can be performed during a change project and the impact of such actions

1. The chief has to speak … and keep speaking

  • What is being said and what you can expect is being heard?
  • Who needs to speak, when and about what?

Stop zwijgen UK

2. Break the silence about things you do not know

  • What is the impact of keeping silent?
  • Are there things you should not say?
  • How do you cut information in digestible pieces?

3. Long term advantages and short term disadvantages

  • How do you define advantages and disadvantages on each level of the organisation?
  • How do you define the impact of the change on different groups in the organisation?
  • What can be the level of participation and way to organise feedback in this regard?

4. Watch the crocodiles

  • Prevent resistance instead of manage resistance – where are the barriers? And how do you deal with these?
  • Anticipation is reducing resistance!
  • How to organise participation and feedback – are colleagues entitled to cooperate on matters regarding implementation? How do you get this organised and how do you deal with this?

5. Be the conductor of the change

  • How do you do this?
  • Is it clear for everybody what is expected?
  • There is no magic – how do you deal with people who remain saying “no”?

6. Change is a verb

  • Doing and keep doing at all levels of the organisation

Manage transition UK

7. Make the transition feasible

  • How do you define transitional measures?
  • Which “environmental factors” can you eliminate?
  • How do you define old habits that need to disappear and how do you organise such a “disappearance” process?

8 Make change measurable, visible and tangible

  • Make colleagues define their own success within the framework of the goals of the change process – how do you do that?
  • What do you want to know?
  • What and how do you want to measure?
  • How do you become a fan and marketer of the change?
  • How to you put success in the spotlight?

9. Do not forget to celebrate

  • How to you reward people for the effort they make even though the result is not yet quite there?
  • How do you organise success celebration?
  • Which successes are you going to celebrate?

10. The jockey and the cowboy of change

  • About project managers and change managers
  • About synchronising different speeds – getting the colleagues at the finish at the same time as the change itself

Methodically leading a change process

What is methodically leading a change process?
Leading a change process through the creation and implementation of roles, processes and instruments that any of these groups use to effectively manage the people side of change.

An organisation changes as fast as its people change, isn't it?

Read more about the methodology

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