Building Support for Successful Change Projects Using a Time-Tested Framework
LEARNING MODEL: IN-PERSON & VIRTUAL
Winning organizations are set apart by their ability to not only plan, but most importantly, to implement change. Our highly effective and popular program will hone your expertise in planning and implementing change in any type of organization, public sector, private sector, or community agency. The program is grounded in lessons from business and academic research into the key success factors of change implementation, as well as the change practitioner competencies recognized as essential to your effectiveness as a change champion.
DATE, LOCATION & FEE
|PROGRAM DATE||LOCATION||VENUE||REGISTRATION END DATE||FEE|
|Nov 08 - Nov 10, 2022||Kingston||Queen's IRC - Executive House||Nov 04||$3,895||
|Mar 28 - Mar 30, 2023||Calgary||Details will be provided after registration.||Mar 23||$3895||
WHO SHOULD ATTEND
This program is intended for HR and LR professionals, OD specialists, managers, supervisors, and change leaders who want in-depth experience in how to plan and lead change.
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You will have ample opportunity to apply concepts, tools, and techniques to case examples and your own change project. By the end of the program, you will be better positioned to Implement change and ensure its continued success. You will learn how to:
We ‘put the wheels on theory’ and provide practical frameworks, tools, and templates to help you define and plan your change project, create a compelling vision, engage stakeholders, minimize resistance, and develop commitment, craft a communications plan, and sustain momentum for change. This 3-day ‘learning lab’ provides you with an opportunity to participate in a combination of interactive and experiential activities–assessments, case studies, group discussion, as well as coaching and feedback from your peers and our facilitators –to help you learn what works and what to avoid during change initiatives. At the conclusion of the program, test how much you have learned in our interactive multimedia change simulation. Think of it as a “flight simulator” for change and hone your skills before you take on your own organization’s challenges.
a) Understand the Organizational Change Process
We’ll lay out the groundwork for the course 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 share vivid best-practice stories of ‘lessons learned’ from major change initiatives in a variety of real-world organizations.
b) What is the Context for Change? Why Change? Why Now?
What is going on in your world now that is driving the need for change in your organization? What are the internal and external drivers of change? How do you convince others that change is needed?
c) Create 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. Define the challenge, scope, and boundaries of the change. Help your colleagues understand the need for change with compelling involvement strategies. Consider and decide on meaningful measurement tools.
d) Create the Energy for Change
We will explore how you as the change champion can mobilize resources and achieve the goals of the change initiative. Energy comes from proper diagnosis—you will learn how to diagnose the inevitable resistance to change, the intellectual, personal, and cultural factors at play, and their implications for the change strategy.
e) Communicate Change
Effective communication plays a significant role in successful change. How will you inform, involve, and consult with key constituents? How do you communicate the change vision to various stakeholders? Which communication strategies work best to gain attention and bust through roadblocks?
f) Sustain Momentum for Change
Too much change can result in ‘change fatigue.’ Organizations that have been spoiled by past successes, or damaged by a legacy of change failures may be susceptible to the ‘inertia trap.’ Other internal barriers can block forward movement. What are the change derailers in your organization that will slow down or impede progress? What can you do to mitigate these risks to change success? And how will you ensure that you as the change champion can go the distance to ensure that change is sustained over time?