Driving and Building Support for Successful Change Projects Using a Time-Tested Framework
Winning organizations are set apart by their ability to deliver the changes they plan. Our highly effective and popular program will hone your expertise in planning and implementing change in any type of organization: Diagnosing the need to take action, communicating the vision, and modifying the organization’s systems as needed. The program is grounded by Dr. Carol A. Beatty’s research into the key success factors of change implementation, which involved analyzing more than 400 change projects, both unsuccessful and successful, to determine what works and what to avoid during change initiatives. You will learn how to create a complete change roadmap for your organization using Dr. Beatty's "Change Wall."
a) Establishing the Context for Transformation
What is going on in your world now that is driving the need for change in your organization? How are other organizations responding to changes taking place in their world? Where do you stand along the continuum of incremental adaptation to total transformation? As we begin the week, consider these questions, and clarify the type of change that is necessary within your organization: strategic, structural, cultural, or process change.
b) Understanding the Organizational Change Process
We'll lay out the groundwork for the week by discussing the successful organizational change process—and the research that backs it up. Our process will guide you and your team through the entire change cycle from setting the strategic direction to detailing a workable implementation plan. Our facilitators will also share several vivid best-practice stories of real organizations in both the private and public sector working nimbly through major change initiatives.
Learn more about:
- Effective frameworks for managing change
- Your role as change agent
- How to promote awareness of the need for change
- Setting the strategic direction
- Assessing readiness for change
- Approaches for whole-system involvement
c) Helping Harmon, Part One
Participating in a multimedia change management simulation, your team will interview up to 20 senior managers of Harmon Health, a model company in the pharmaceutical industry. How ready are they for change? Do they all agree on what the organization should do? Who are the potential leaders of the change effort?
d) Creating the Energy for Change
We will explore how you, the change architect or leader, can mobilize resources and achieve the goals of the change initiative. Energy comes from proper diagnosis, so we will discuss how to diagnose the inevitable resistance to change by drawing on the work of Maurer and Lindstrom. Learn about the intellectual, personal, and cultural factors at play and their implications for the change strategy.
Develop tactics to avoid "energy traps" such as:
- Inertia Trap - the organization is either spoiled by past success or bereft of confidence by successive failure
- Corrosive Trap - internal barriers block forward movement
- Acceleration Trap - change at warp speed leads to exhaustion and burnout
e) Helping Harmon, Part Two
Your small group will complete the Harmon interactive multimedia simulation. Develop a thorough change management solution for the model organization, from early readiness assessments to final implementation, and receive immediate feedback. How well did your team do?
f) Creating the "Why, What, and How" of Change
Learn to prepare for and build the roadmap for change, from analyzing stakeholders to deciding on intervention approaches and techniques. Discover how leading Canadian organizations managed and erased resistance and mobilized commitment to achieve results that made headlines.
- Perform an effective internal and external trends analysis
- Define the challenge, scope, and boundaries of the change
- Help your colleagues understand the need for change with compelling involvement strategies
- Practice visioning techniques to help your team imagine a powerful and preferred future, and to create priorities and high-level strategic goals
- Decide on meaningful measurement tools
g) Communicating Change
A major piece of the change management process is communications: informing, involving, and consulting with key constituents. How do you communicate the mission of a ideranging project to various stakeholders? Which communication strategies work best to bust through roadblocks?
Come away with:
- A communication model and template to help you plan a multi-pronged strategy
- A stakeholder mapping tool to identify groups with similar communication needs
- Practical advice on how to craft messages for particular groups
h) Debrief and "Back Home" Planning
Complete your change map and use our Change Management Checklist to ensure your change initiative is a success. Find out where to anticipate pitfalls. Get coaching and feedback from our facilitators and other participants on your change plan.
By the end of the week, you will be better positioned to:
- Diagnose the need for change and create the necessary sense of urgency
- Select the right change team
- Develop a change vision and goals and communicate them effectively
- Implement change and ensure its continued success
- Assess and manage resistance
- Ensure all essential steps of a robust change management model are followed
- Move through change projects faster and realize intended outcomes
- Build internal capacity to manage change with rigour
- Benchmark efforts against hundreds of other organizations
- Analyzing Resistance Scale and Planning Templates, and Transition Structure and Communication Planning Templates
- Change Style Indicator
HR and LR professionals and change leaders who want in-depth experience in how to plan and lead change.
Kate Sikerbol is an organizational consultant and coach, recognized for her expertise and commitment to developing leaders and building change capability in organizations.
As an avid lifelong learner and OD practitioner, Kate brings a sense of humour and practical wisdom to every workshop and client engagement. She is passionate about helping people explore their growth edges, changing the conversations that shape everyday thinking and behaviour, and supporting change efforts that build organizations that thrive.
She has designed and delivered change management and leadership development programs, facilitated team building using strengths-based and appreciative approaches, facilitated strategic planning...
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